B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
As governments and organizations continue to work toward containing COVID-19 and stem the growing humanitarian toll it is exacting, the economic effects are also beginning to be felt. Through a series of regular, global surveys, we are tracking how customers’ expectations, spending, and behaviors are changing throughout the crisis across multiple countries over time. Please check back regularly for updates.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
As governments and organizations continue to work toward containing COVID-19 and stem the growing humanitarian toll it is exacting, the economic effects are also beginning to be felt. Through a series of regular, global surveys, we are tracking how customers’ expectations, spending, and behaviors are changing throughout the crisis across multiple countries over time. Please check back regularly for updates.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Optimism and spend intent returning
Consumer optimism regarding economic conditions after COVID-19 up by more than 50% since February (from 21% to 34%); strongest growth in spend intent for out-of-home entertainment and travel, but most categories are increasing
Despite an ongoing lockdown, German consumers’ expectations for economic recovery are stable, with half believing their routines will return to normal by the end of 2021.
These exhibits are based on survey data collected in Germany from February 23–27, 2021. Check back for regular updates on German consumer sentiments, behaviors, income, spending, and expectations.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Consumer optimism in Saudi Arabia has remained steady since mid-March, but spending patterns have changed to focus more on essential goods.
In KSA, a smaller proportion of consumers saw a decline in income and savings, but more than half continue to report a decline. The effect is seen in spending patterns and new habits adopted by consumers. Category spending indicates that consumers are stocking up in anticipation of the country’s upcoming tax increase on July 1, 2020. Consumers are not yet fully comfortable going back to “regular” out-of-home activities and are waiting for milestones beyond government lifting restrictions to return to normal patterns. Thus, they have started adopting new digital and low-touch activities, including grocery delivery.
These exhibits are based on survey data collected in KSA from June 16–18, 2020. Check back for regular updates on KSA consumer sentiments, behaviors, income, spending, and expectations.
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Telecommunications is at the heart of the digital economy, driving and enabling the changing consumer behaviors and demands that have transformed how people consume products and services across many sectors. However, digitization is as much a struggle for Telcos as it is for traditional organizations in many industries.
Our latest survey of over 5700 mobile consumers in the US and Europe has found, for example, that consumers are discontented with their operators.
How retailers are preparing for the post-coronavirus recoveryHeather Hanselman
April 2020 survey findings suggest that retail executives expect a delayed rebound of traffic once stores reopen, a persistent increase in e-commerce penetration, and changes to store operating models and procedures. For more information, see https://www.mckinsey.com/industries/retail/our-insights/how-retailers-are-preparing-for-the-post-coronavirus-recovery
While consumer optimism remains steady, we see signs of discretionary spend recovery.
These exhibits are based on survey data collected in the United States from February 18 through 22, 2021. Check back for regular updates on US consumer sentiments, behaviors, income, spending, and expectations.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Optimism and spend intent returning
Consumer optimism regarding economic conditions after COVID-19 up by more than 50% since February (from 21% to 34%); strongest growth in spend intent for out-of-home entertainment and travel, but most categories are increasing
Despite an ongoing lockdown, German consumers’ expectations for economic recovery are stable, with half believing their routines will return to normal by the end of 2021.
These exhibits are based on survey data collected in Germany from February 23–27, 2021. Check back for regular updates on German consumer sentiments, behaviors, income, spending, and expectations.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Consumer optimism in Saudi Arabia has remained steady since mid-March, but spending patterns have changed to focus more on essential goods.
In KSA, a smaller proportion of consumers saw a decline in income and savings, but more than half continue to report a decline. The effect is seen in spending patterns and new habits adopted by consumers. Category spending indicates that consumers are stocking up in anticipation of the country’s upcoming tax increase on July 1, 2020. Consumers are not yet fully comfortable going back to “regular” out-of-home activities and are waiting for milestones beyond government lifting restrictions to return to normal patterns. Thus, they have started adopting new digital and low-touch activities, including grocery delivery.
These exhibits are based on survey data collected in KSA from June 16–18, 2020. Check back for regular updates on KSA consumer sentiments, behaviors, income, spending, and expectations.
Telecom’s future is Social (GSMA Mobile Asia 2013)Rob Van Den Dam
The telecommunications industry has facilitated
the rapid adoption of social networking and social business on a global scale. But to
what extent have communications service providers (CSPs) used social networking and
social tools to transform their own businesses? The adoption of social media by CSPs
to engage with customers is still very low. And with respect to applying social tools to
drive innovation, CSPs are clearly outpaced by over-the-top service providers. A new
IBM Institute for Business Value study reveals how CSPs use social approaches to adapt
to the evolving marketplace.
Telecommunications is at the heart of the digital economy, driving and enabling the changing consumer behaviors and demands that have transformed how people consume products and services across many sectors. However, digitization is as much a struggle for Telcos as it is for traditional organizations in many industries.
Our latest survey of over 5700 mobile consumers in the US and Europe has found, for example, that consumers are discontented with their operators.
How retailers are preparing for the post-coronavirus recoveryHeather Hanselman
April 2020 survey findings suggest that retail executives expect a delayed rebound of traffic once stores reopen, a persistent increase in e-commerce penetration, and changes to store operating models and procedures. For more information, see https://www.mckinsey.com/industries/retail/our-insights/how-retailers-are-preparing-for-the-post-coronavirus-recovery
While consumer optimism remains steady, we see signs of discretionary spend recovery.
These exhibits are based on survey data collected in the United States from February 18 through 22, 2021. Check back for regular updates on US consumer sentiments, behaviors, income, spending, and expectations.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
As governments and organizations continue to work toward containing COVID-19 and stem the growing humanitarian toll it is exacting, the economic effects are also beginning to be felt. Through a series of regular, global surveys, we are tracking how customers’ expectations, spending, and behaviors are changing throughout the crisis across multiple countries over time.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
B2B decision-maker preferences and behaviors have shifted dramatically since the onset of COVID. The GTM revolution is here and B2B sales is forever changed.
Hilarie Koplow-McAdams, President Commercial SMB Unit for Salesforce, and Michael Lazerow, CMO of Marketing Cloud for Salesforce, made this presentation at the McKinsey Chief Marketing & Sales Officer Forum event in 2012.
Building Digital -First sales experiences for Enterprise SellersDemandbase
B2B buyer frustration with the sales process has grown 25% in the last year. The new generation of buyers are seeking a far more digital and hands-off buying experience, pushing today’s seller to innovate. Adapting to these new expectations isn’t easy. And, Enterprises can have it even harder – with larger teams, more complex org structures, and big audacious pipeline targets.
New Standard for Customer Contact Performance
The world of customer contact was already changing dramatically. New channels were altering the way brands interacted with customers.
Automation was redefining the role of customer
engagement employees.
Cloud solutions and generational shifts were reshaping conceptions
about the traditional contact center environment.
Changing Business Models: The Shift to B2B2C and D2C SalesAshish Saxena
Times are changing, and business models are no longer limited to only B2B or B2C. We are seeing a slow
change to alternative models such as B2B2C (business-to-business-to-consumer), D2C (direct-to-consumer)
or B2E (business-to-employee) in order to better meet more specific end-consumer needs.
In this white paper, we’re delving into the trends impacting this shift away from traditional business models in
the e-commerce landscape. We’re also sharing a useful step-by-step guide on how to implement a successful
D2C strategy.
Getting Started with Online-to-Offline Measurementbrandonwishnow
Although most marketers would agree that online-to-offline measurement is important for the future success of their business, it’s hard to know what steps to take to adopt this strategic initiative.
Ovative/group has found that when done correctly, online-to-offline addresses many of the most complex business problems by providing answers to questions such as: What is the impact of an online visit on offline sales? Does this impact vary by category or product type? What marketing channels influence offline most? And, can I use these channels to drive offline acquisition?
But how do you get started and ensure online-to-offline is a success for your organization? After attending this webinar featuring Ovative/group and LiveRamp you’ll understand:
– Why online-to-offline is important and how to prioritize it among other strategic initiatives
– Who within your organization needs to be involved and how to structure your team
– What technology is required to build online-to-offline measurement capabilities
– How to make digital marketing decisions based on enterprise metrics
Similar to McKinsey Survey: Indian B2B decision maker response to COVID-19 crisis (19)
Spanish consumers are pessimistic about the economy. Rising prices, unemployment, and the invasion of Ukraine are top concerns, and consumers are trading down.
In Spain, consumers are most concerned about rising prices, unemployment, and the invasion of Ukraine. Their views of the current and future state of the economy remain pessimistic, at a level comparable to attitudes in the early months of the COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced money directed to savings and spent less on non-essentials. Of the 80 percent of consumers who have assumed new shopping behaviors in the last three months in search of value for money, more than half tried private labels. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money. However, 39 percent of consumers say they plan to splurge in 2022.
UK consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and consumers are trading down significantly.
In the United Kingdom, consumers are most concerned about rising prices and the invasion of Ukraine. Their views of the current and future state of the economy are extremely pessimistic, worse than throughout the entire COVID-19 pandemic. Spend for groceries and gasoline soared, while consumers reduced spend in non-essential categories. Almost two-thirds of consumers have assumed new shopping behaviors in the last four to six weeks, with more than four out of ten trying private label. Trade-down in retailers visited and brands is evident, with the key drivers of choice being prices and value for money.
COVID-19 is no longer among Italian consumers’ top concerns. Consumers remain pessimistic about economic recovery and inflation; many aim to reduce their spend.
Italian consumers are increasingly worried about the effects of rising prices and the invasion of Ukraine. Unemployment is a number-two concern for respondents in Gen Z, millennials, and the low-income group. Almost six out of ten share a negative view of Italy’s current economic state; hopes for an economic recovery are lower than during the entire COVID-19 pandemic. Consumers observed the highest price increases in groceries and gasoline. To cope with inflation, Italian consumers are changing their purchase behavior, shifting toward discounters and private labels. The leading factors for these choices are prices and value for money.
German consumers are pessimistic about the economy. Rising prices and the invasion of Ukraine are top concerns, and we see a significant down-trade in shopping.
In Germany, consumers’ top concerns are rising prices and the invasion of Ukraine, followed by climate change and COVID-19. Pessimism about the current and future state of the economy has eased but remains at a level comparable to attitudes in the early months of the COVID-19-pandemic. As spend for groceries and gasoline soared, consumers reduced money directed to savings and spent less on non-essentials. Of the 70 percent of consumers who have assumed new shopping behaviors in the last three months, more than four out of ten tried private labels. Trade-down in stores visited and brands is clearly visible, with the key drivers of choice being prices and value for money. However, 46 percent of consumers say they plan to splurge in 2022.
For consumers in France, inflation eclipses other sources of concern. It triggers changes in shopping behaviors as consumers seek better value for money.
French consumers’ optimism regarding the economic recovery is stable at around 14 percent—a level last seen in the depths of COVID-19 lockdowns. Top sources of concern are rising prices (cited by 54 percent), followed by the invasion of Ukraine (13 percent) and climate change (10 percent) and far ahead of COVID-19 (4 percent). Nine out of ten survey respondents perceive high price inflation in the country. These trends have implications for brand and retailer loyalty: of the 73 percent of respondents saying they have tried new shopping behaviors in the last three months, 40 percent say they purchased private labels. Household products remain the category most affected by this trading-down trend.
Japanese consumers’ behaviors and finances are gradually recovering to normal, though their responses indicate a slight increase in pessimism. The long-lasting impact of COVID-19 is prolonging Japanese consumers’ intent to stay conservative about spending across categories. In a further sign of cautiousness, the trend of shrinking pessimism over the past few years reversed for the first time. Meanwhile, people’s demand for travel is rising, considering the next seasonal vacations.
Australian consumers, in view of the omicron variant, are feeling less optimistic about economic recovery than last year and remain cautious on spending.
In Australia, optimism about economic recovery has declined since the November 2020 pulse survey but remains higher than at the onset of the COVID-19 pandemic. Six in ten consumers predict routines will return to normal only after June 2022; two-thirds do not plan to splurge in 2022. Although Australian households increased their spending in the past month, net intent to spend remains negative. Digital and omnichannel adoption continues in most categories, and intent to use out-of-home services rose. Seventy-five percent of consumers have addressed the rise of omicron by changing how they engage in out-of-home activities. Most consumers have tried a different brand or retailer, especially to switch brands in pursuit of value.
Indian consumers’ optimism has remained high since October 2021 and has reached the highest levels across other Asian markets since COVID-19 started.
Nearly three-quarters of India’s consumers are optimistic about economic recovery, and net intent to spend is growing and positive across many categories. Omnichannel usage continues across the majority of categories, and social-media influence is high, especially for Gen Z and millennials. More than 90 percent are engaging in social media and entertainment platforms. There is an upward trend for new technology, such as crypto and augmented reality/virtual reality, and consumers intend to continue digital activities as the COVID-19 crisis subsides.
About 40 percent of consumers are engaging in out-of-home activities, especially among the vaccinated segment. Most consumers have tried new shopping behaviors such as new retail outlets and new brands.
Indonesian consumers remain optimistic on the economy, expecting higher incomes and spending. Many tried and plan to keep using digital services and omnichannel methods.
In Indonesia, optimism about future economic conditions increased more than 25 percent over September 2020 from an already high base, boosted by planning for the upcoming holiday season. Eight out of ten consumers say they will dine out, shop for gifts, and redecorate. Out-of-home activities are generally rising but remain far below prepandemic levels. Optimism about the economy is tempered by views of household finances; half predict finances won’t return to normal before June. The loyalty shake-up continues, with 60 percent citing value as their primary reason to try a new brand. New digital behaviors are starting to show evidence of stickiness: 60 percent say they intend to use new shopping methods when the pandemic subsides.
Most Korean consumers expect that normalcy will return to routines only after June 2022, yet there are signs of pre-COVID-19 routines returning.
Korean customers have been less optimistic than those in other countries about the economic recovery. But optimism in Korea is much higher now than two years ago. Half of consumers indicate a desire to splurge, with intent to do so being the strongest in Gen Z and millennials. One-eighth of consumers say they have returned to out-of-home activities.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown.
Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
Across the continent, the pattern holds: Europeans are anxious about the state of their countries’ economies, and worried about the future. Russia’s invasion of Ukraine and price inflation overshadow other concerns, and consumer anxieties in turn are impacting confidence in household finances and national economies, especially among vulnerable populations.
Worried about spending more on food, transport and fuel, consumers report cutting back on less essential items. Most say they’ve changed their shopping behaviors in recent months, trading down to more affordable brands and retailers. With no relief clearly in sight, 2022 continues to prove a challenging year for the continental consumer.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Italian consumers are increasingly pessimistic about the economy, with many aiming to reduce spending and modify consumption habits.
Italian consumers are increasingly worried about the effects of rising prices, as well as the invasion of Ukraine. Of Italians surveyed, six in ten expressed a negative view of the current economy; hopes for an economic recovery are lower than they were throughout the entire COVID-19 pandemic. Consumers perceived the highest price increases in groceries and fuel, along with strong increase in spend. These sentiments have translated into reduced consumption. Changed consumer behavior is also apparent, with a shift towards discounters and private-label brands. Price, value for money and availability are the biggest drivers of these choices.
Rising prices and the Ukraine invasion are top concerns for German consumers, fueling a general slide into economic pessimism.
German consumers are experiencing intense unease regarding the state of the economy and its future outlook—with public sentiment sinking lower than at any time during the COVID-19 pandemic. Survey participants felt the greatest concern about rising prices and the invasion of Ukraine. Spend on groceries and gasoline has soared, even as consumers cut spending in non-essential categories. Almost two-thirds have assumed new shopping behaviors in the last four to six weeks, with more than forty percent trying private-label brands. There’s a clear trade-down trend in stores visited and brands chosen, with prices and value for money as key drivers.
As inflation rises, French consumer hopes for economic recovery wane, with optimism sinking back to the lows of lockdown. Optimism regarding the economic recovery has decreased to 14 percent in France—levels last seen in the depths of COVID-19 lockdown. Top sources of concern are rising prices, the invasion of Ukraine, and political uncertainty. Nine out of ten survey respondents perceive high price inflation in the country, and 60 percent expect prices to rise further over the next year. These trends have implications for loyalty: in the search for higher purchasing power, 69 percent of respondents have tried new shopping behaviors in the last four to six weeks. Household products remain the most impacted category, with 65 percent of consumers switching for cheaper options.
Pessimism about recovery is at an all-time high in the United Kingdom. Rising prices are the top concern, with consumers significantly trading down in stores and products. UK consumers are feeling great economic uncertainty. With energy and transport costs eating away at consumer savings and non-food spend, the top reasons given by survey participants for economic anxiety are the gas supply, supply-chain shortages, and energy issues. Consumers report the highest perceived price increases in groceries and household supplies, with two-thirds becoming more conscious about energy usage. Half of consumers changed their grocery brands in the last four to six weeks, with trading down a clear trend: price and value were the strongest drivers here.
Spanish consumers are primarily concerned about inflation and the invasion of Ukraine, and are becoming increasingly pessimistic about the economy.
Only 14 percent of Spanish consumers are optimistic about economic recovery, with concerns focused on inflation and the invasion of Ukraine. Four in ten have an increasingly negative sense of the economic outlook—mostly due to petrol and supply-chain shortages, as well as unemployment. Price-increase Perceptions of price increases are particularly high regarding groceries (at 95 percent) and other household products. In these categories, more than half of respondents have reacted to inflation by trying less costly brands. Over the last six weeks, half have tried a private-label brand, 30 percent have switched brands, and a quarter have tried out a different retailer.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Organizational Change Leadership Agile Tour Geneve 2024
McKinsey Survey: Indian B2B decision maker response to COVID-19 crisis
1. McKinsey & Company 1
37 31
47
40
31 49
33 41
33
21 20 19
ReorderingIdentifying and
researching
new suppliers
Considering
and evaluating
new suppliers
Ordering
Most B2B supplier interactions are remote or
digital self-service
Current way of interacting with suppliers’ sales reps during different
stages1,2
% of respondents
1. Q: How do you currently interact with sales reps from your company’s suppliers during the following stages of interactions?
2. Figures may not sum to 100% because of rounding.
In-person
interactions
Remote human
interactions
Digital
self-service
interactions
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
of the time, B2B decision
makers have in-person
interactions with company
suppliers
~20–30%
2. McKinsey & Company 2
38
32
45 44
34 48
35 39
29
21 20 17
Considering
and evaluating
new suppliers
Identifying and
researching
new suppliers
Ordering Reordering
This current remote and self-service sales model is
exactly what is preferred by B2B buyers
Preferred way of interacting with suppliers’ sales reps during different
stages1,2
% of respondents
1. Q: How would you prefer to interact with sales reps from your company’s suppliers during the following stages of interactions?
2. Figures may not sum to 100% because of rounding.
In-person
interactions
Remote human
interactions
Digital
self-service
interactions
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
of B2B decision makers prefer
remote human interactions or
digital self-service instead of
in-person interactions, citing
safety, ease of scheduling, and
a faster buying experience as
their top three reasons why
~70–80%
3. McKinsey & Company 3
Three in four B2B decision makers believe the new (mostly remote)
sales model is as effective or more so now than prior to COVID-19
Effectiveness of new sales model in reaching and serving customers1,2
% of respondents
33
20
15
26
8
38
18
14
20
9
68%
as effective
or more so
compared
to prior to
COVID-19
38
21
15
15
11
70%
as effective
or more so
compared
to prior to
COVID-19
74%
as effective
or more so
compared
to prior to
COVID-19
April 2 April 28 August 6
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 4/1–4/2/2020 (n = 400); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/28/2020 (n = 411);
McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
Much less effective
Somewhat less effective
As effective as before
Somewhat more effective
Much more effective
1. Q: How effective is your company’s new sales model at reaching and serving customers?
2. Figures may not sum to 100% because of rounding.
4. McKinsey & Company 4
Both SMB and enterprise B2B decision makers view the new
sales model to be just as effective or more so
1. Q: How effective is your company’s new sales model at reaching and serving customers?
2. Figures may not sum to 100% because of rounding.
3. SMBs are companies with annual revenue less than US $100 million.
4. Enterprises are companies with annual revenue equal to or more than US $100 million.
18
19
15
35
13
April 2
52%
68% 65%
Effectiveness of new sales model in reaching and serving customers1,2
% of respondents
SMB3 Enterprise4
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 4/1–4/2/2020 (n = 400); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/28/2020 (n = 411);
McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
30
20
18
24
8
April 28
31
18
16
23
12
August 6
39
20
14
22
6
April 2
73% 71%
as
effective or
more so
compared
to prior to
COVID-19
79%
41
18
12
19
10
April 28
42
23
14
11
10
August 6
Much less effective Much more effectiveSomewhat less effective As effective as before Somewhat more effective
5. McKinsey & Company 5
B2B decision makers believe the new model is even more effective
for prospecting as it is for existing customers
Effectiveness of new sales model at reaching and serving customers and in acquiring new
customers1,2,3
% of respondents
35
30
15
14
7
August 6
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
Somewhat less effective
As effective as before
Somewhat more effective
Much more effective
Much less effective
80%
as effective or
more so
compared to prior
to COVID-19
1. Q: How effective is your company’s new sales model at reaching and serving customers?
2. Q: How effective is the new sales model in acquiring new customers (eg, those that have never purchased from your organization before)?
3. Figures may not sum to 100% because of rounding.
Current customers New customers
August 6
38
21
15
15
11
74%
as effective or
more so
compared to prior
to COVID-19
6. McKinsey & Company 6
The effectiveness of the new model has some variations across
industries and customer interaction types
1. Effectiveness: % of companies who think new sales model is as effective or more effective
2. Q: How effective is your company’s new sales model at reaching and serving customers overall?
3. Q: How effective is the new sales model in acquiring new customers (eg, those that have never purchased from your organization before)?
4. SMBs are companies with annual revenue less than US $100 million.
5. Enterprises are companies with annual revenue equal to or more than US $100 million.
Effectivenesss1 of new sales model in reaching and serving customers and acquiring new customers2,3
% of respondents
Effectiveness: % of companies who think new sales model is as
effective or more effective
<60% 61% to 70% 71% to 80% 81% to 90% >90%
Consumer/retail
Global finance, banking, and insurance
Travel, transportation, and logistics
Pharma and medical products
Global energy and materials
Technology, media, and telecom
Advanced industries
Overall effectiveness
Reaching and serving
customers
Reaching and serving
customers
Acquiring new
customers
Acquiring new
customers
SMB4 Enterprise5
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
7. McKinsey & Company 7
47
20
14
19
$500,000 to < $1 million
under $50,000
0
$50,000 to < $500,000
I would not make a purchase via
end-to-end digital self service
$1 million or more
Remote and self-service is not just for low-value
purchases; a majority spend $50K or more
Maximum order value you would purchase through end-to-end digital self-service
and remote human interactions for a new product or service category1,2
% of respondents
1. Q: What is the maximum order value that you would purchase through end-to-end digital self-serve and remote human interactions for a new product or service category?
2. “I don’t know” option was given however not included for analysis.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
would spend more than
$50,000 on a completely
self-serve or remote
interaction
99%
of B2B buyers might
make a purchase in a
fully end-to-end, digital
self-serve model
53%
8. McKinsey & Company 8
Before COVID-19 During COVID-19
The majority of B2B companies have shifted their go-to-market
model from traditional to digital, with heavy reliance on video
1. Q: In what ways was your company’s product or service sold before COVID-19?
2. Q: Now today, in what ways is your company’s product or service sold during COVID-19?
Go-to-market sales model during COVID-191,2
% of respondents
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
47
50
15
51
56
58
62
20
51
16
64
58
67
61
Traditional
Digital interaction
with sales rep
Digital
self-serve
In-person
Via videoconference (eg, sales reps interacting
with customers via Zoom, Skype, etc.)
Phone
Email
Online chat (eg, chatting with customers via web
chat, email, etc.)
E-commerce (eg, products/services sold directly
online with no sales rep involved)
Fax
X% % change
% change
-58%
2%
8%
26%
4%
15%
-2%
9. McKinsey & Company 9
1. Q: Approximately what percentage of your company’s revenue before COVID-19 was driven by…/during COVID-19 is now driven by…
2. Figures may not sum to 100% because responses under “other” option not included in analysis and because of rounding.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
Before COVID-19 During COVID-19
E-commerce, videoconference, and online chat now drive the bulk
of revenue
-68%
5%
12%
45%
6%
19%
3%
X% % change
Source of revenue before and during COVID-191,2
% of revenue % change
17
13
3
14
14
16
22
5
13
3
21
15
19
23
Traditional
Digital interaction
with sales rep
Digital
self-serve
In-person
Via videoconference (eg, sales reps interacting
with customers via Zoom, Skype, etc.)
Phone
Email
Online chat (eg, chatting with customers via web
chat, email, etc.)
E-commerce (eg, products/services sold directly
online with no sales rep involved)
Fax
10. McKinsey & Company 10
E-commerce revenue has increased more among SMBs than
enterprise companies; videoconference has increased across both
Source of revenue before and during COVID-191
% of revenue
1. Q: Approximately what percentage of your company’s revenue before COVID-19 was driven by…/during COVID-19 is now driven by…
2. SMBs are companies with annual revenue less than US $100 million.
3. Enterprises are companies with annual revenue equal to or more than US $100 million.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
22
13
24
20
E-commerce Videoconference
Pre-COVID-19 During COVID-19
23
15
22
21
VideoconferenceE-commerce
12% and 54% -1% and 40%
increase in revenue from
e-commerce and
videoconference,
respectively for SMBs
during COVID-19
compared to pre-COVID-19
increase in revenue from
e-commerce and
videoconference,
respectively for enterprises
during COVID-19
compared to pre-COVID-19
SMB2 Enterprise3
11. McKinsey & Company 11
Video is almost always ‘more helpful’ than audio
alone
91
88
89
88
5
7
6
8
5
6
5
4
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
1. Q: How much more or less helpful is it to use video (eg, Zoom, WebEx, Microsoft Teams) vs phone only in the following situations?
2. Q: What percentage of your customer meetings now take place via videoconference (eg, Zoom, Skype, etc.) where participants can “see” one another via video?
3. Q: If you are unable to physically meet in-person, for which of these commercial activities do you prefer video in addition to audio?
Helpfulness of video (eg, Zoom, WebEx, Microsoft
Teams) vs phone only in different situations1
% of respondents
Meeting with others
in your company
Meeting with
existing customers
Meeting with
prospects
Meeting with
vendors/suppliers
More helpful to use video Neutral Less helpful to use video
of B2B customer meetings
now take place via
videoconference (eg,
Zoom, Microsoft Teams,
Skype, etc.) where
participants can see one
another via video2
61%
B2B buyers also
believe video is
preferred for:3
Demonstration of
products/services
Pricing negotiations
Customer support/
trouble shooting
Day-to-day account
management
12. McKinsey & Company 12
Screensharing and seeing one another are the most helpful features
of videoconferencing
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
1. Q: What features/functionality of videoconferencing are most helpful for you?
74
61
54
42
42
Most helpful features/functionality of videoconferencing1
% of respondents ranking in top 3
Screensharing
Annotation
Whiteboards
Breakout rooms
Seeing one another
13. McKinsey & Company 13
31
17
15
18
19
One in three B2B companies have already reduced both their
in-person sales FTEs and number of physical locations
30
17
20
18
1637%
companies reduced their
number of people (FTEs)
on in-person sales teams
by more than 4% due to
COVID-19
34%
companies reduced their
number of physical locations
using in-person sales by more
than 4% due to COVID-19
Number of people (FTEs) in in-person sales
Number of physical locations3 using in-person
sales
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
1. Q: How has your organization changed your in-person sales team structure?
2. Figures may not sum to 100% because of rounding; “not applicable” option was offered, but not included for analysis.
3. Dealerships, stores, branches, etc.
Reduced +11%
Reduced 4–10%
About the same
(within ±3%)
Increased 4–10%
Increased +11%
Changes to in-person sales team structure (changes already made)1,2
% of respondents
14. McKinsey & Company 14
-30
-60
-15 15-35-40 -5 55-30
40
-25 45-10-20 0
50
-20
5 2510 20 3530 40 50
-50
-40
-10
0
10
20
30
Global energy and materials
Advanced industries
Technology,
media,
and telecom
Pharma and
medical products
Travel, transportation,
and logistics
Global finance,
banking,
and insurance
Consumer/retail
Some industries are seeing sharp reductions in FTEs for in-person
sales and physical locations
Number of
physical
locations
using in-
person
sales
Number of people (FTEs) in in-person sales
Net addition1 of people (FTEs) in in-person sales and number of physical locations (changes already made)2
% of respondents
1. Net addition: % of respondents reporting reduction subtracted from % of respondents reporting increase.
2. Q: How has your organization changed your in-person sales team structure?
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
15. McKinsey & Company 15McKinsey & Company 15
Contents
The next normal of sales is here to stay—what it will take to succeed
16. McKinsey & Company 16
The next normal is here to stay—companies
expect the new sales model to persist
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/28/2020 (n = 411); McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
1. Q: Which of the following statements best describe the changes your company has made to its commercial and go-to-market model during COVID-19?
Figures may not sum to 100% because of rounding.
Staying power of new sales models1
% of respondents
96%
are “very likely” and “somewhat
likely” to sustain these shifts
12+ months after COVID-19,
up from 88% in
April 2020
56
32
7
4
70
26
4
1
April 28 August 6
Very likely to sustain 12+ months after
Somewhat likely to sustain 12 months after
Unlikely to sustain 12 months after
Made no GTM changes
17. McKinsey & Company 17
8
41
33
17
2
In-person meetings might not return at scale until 2021;
even then, more than half are expected to remain virtual
10
38
39
13
49%
of B2B companies
expect to have
in-person meetings
again in 2021
48%
of B2B companies
expect to have less
than 50% in-person
interactions even
when their sales
force is capable of
having in-person
meetings again
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
Quarter when sales force is expected to have in-person
meetings again1
% of respondents
In-person vs remote interactions (when your sales
force is capable of having in-person meetings)2
% of respondents
1. Q: When do you expect your sales force to have in-person meetings again? Figures may not sum to 100% because of rounding.
.2. Q: When your sales force is capable of having in-person meetings, what percent of interactions do you think will be in-person vs remote? Figures may not sum to 100% because of rounding.
76–100% in-person
51–75% in-person
26–50% in-person
1–25% in-person
Aug–Sep 2020
Oct–Dec 2020
Jan–Mar 2021
Apr 2021 or later
Already having
in-person meetings
18. McKinsey & Company 18
Most companies believe that their sales teams need both
skill building and technology for effective remote selling
1. Q: How much do you agree or disagree with the following statements?
2. Q: Thinking about your company’s future in the context of COVID-19, how much do you agree or disagree with the following statements?
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
90% 89% 91%
Additional skills
for in-person to
remote transition
Basic video technology Tech beyond
videoconference
“Strongly agree,” “agree,” and “somewhat agree”
80% 89%
New profiles
of sales reps
Redesigned
sales trainings
of B2B companies
believe that they
have both
capabilities and
technology to sell
today, however…
89%
92%
Have both capabilities
and technology to
effectively sell today
Need both skill building
and technology
~90% companies
believe that they
need to further
develop both
capabilities and
technology
…~90%
B2Bs believe that their sales teams need to adjust to
following terms1
% of respondents
Skills and technologies needed2
% of respondents
19. McKinsey & Company 19
Three in four B2B companies are looking to potentially reduce their
number of sales reps as they refine their overall sales model
37
75
Have already reduced Expect to reduce
going forward
2X
1. Thinking about your company’s future in the context of COVID-19, how much do you agree or disagree with the following statements?
2. How has your organization changed your in-person sales team structure?
3. For example, ability to shift sales rep territories or quotas mid year to target higher value opportunities.
75%
88%
91%
91%
Will be decreasing the number
of sales reps
Need to switch to a different,
more dynamic resourcing model
Will be redefining sales roles to
focus on different sales methods
Will introduce a more agile sales
planning process3
B2B companies believe that they need to adjust
to the following terms as new normal1
% of respondents
…and as an implication, future reductions
in the number of sales reps are expected1,2
% of respondents
“Strongly agree,” “agree,” and “somewhat agree”
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
20. McKinsey & Company 20
Companies expect to make other adjustments in addition to shifting
their sales model
1. How much do you agree or disagree with the following statements?
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/27–8/6/2020 India (n = 400)
B2B companies believe that they need to adjust to the following terms as new normal1
% of respondents
% of respondents who agree (includes “strongly
agree,” “agree,” and “somewhat agree”) <60% 60% to 70% 70% to 80% 80% to 90% >90%
Overall India
(all
industries)
Advanced
industries
Technology,
media and
telecom
Global
energy and
materials
Pharma and
medical
products
Travel,
transportation
and logistics
Consumer/
Retail
Will shift geographic
focus to areas of
lower risk for
COVID-19
Will introduce new
products or services
as a result of
COVID-19
Will increase focus
on the long-term
sustainability of their
products and services
Global
finance,
banking and
insurance