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.
The document summarizes findings from surveys of business-to-business decision makers in China on how supplier interactions and sales models have changed during the COVID-19 pandemic. Some key findings include:
- Most interactions with suppliers have shifted from in-person to remote or digital formats. Over 70% of respondents prefer remote or digital interactions over in-person meetings.
- Four in five respondents believe the new remote and digital sales model is as effective or more effective at reaching and serving customers compared to before the pandemic.
- Revenue from e-commerce and video conferences have increased substantially, now driving the bulk of revenues for many companies.
- Most respondents expect the shift to remote and digital sales models to persist
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.
The document summarizes findings from surveys of business-to-business decision makers in China on how supplier interactions and sales models have changed during the COVID-19 pandemic. Some key findings include:
- Most interactions with suppliers have shifted from in-person to remote or digital formats. Over 70% of respondents prefer remote or digital interactions over in-person meetings.
- Four in five respondents believe the new remote and digital sales model is as effective or more effective at reaching and serving customers compared to before the pandemic.
- Revenue from e-commerce and video conferences have increased substantially, now driving the bulk of revenues for many companies.
- Most respondents expect the shift to remote and digital sales models to persist
The document discusses survey results from McKinsey & Company regarding business-to-business sales interactions during COVID-19. Some key findings include:
- Over 70% of B2B decision makers prefer remote or digital self-service interactions with suppliers rather than in-person meetings.
- Around two-thirds of B2B companies believe the new, mostly remote sales model is as effective or more effective at reaching customers compared to before COVID-19.
- Most B2B revenue is now driven by videoconferences, online chat, and e-commerce rather than traditional in-person interactions.
- Over half of companies have already reduced the number of in-person sales roles and physical locations
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.
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.
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.
How retailers are preparing for the post-coronavirus recoveryHeather Hanselman
The document summarizes the results of a survey of 98 senior retail executives across five retail segments regarding the impact of COVID-19 on their businesses. Key findings include:
- Over 80% of respondents have closed some stores due to COVID-19, with apparel retailers being most impacted.
- Respondents expect it will take several months for store traffic to return to pre-COVID levels, with apparel/department store executives being the least optimistic.
- Respondents anticipate online sales penetration will remain 6-13 percentage points higher than pre-COVID levels after the crisis ends.
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.
Survey results: Consumer discretionary spending in IndonesiaHeather Hanselman
- A majority of respondents in Indonesia expect to recover lost income and savings from the lockdown within one year. However, many plan to cut back on purchases in various categories due to economic uncertainty.
- For apparel purchases, 19% of those originally planning to buy say they will indefinitely postpone or cancel purchases. Higher-income respondents are less likely to forego certain categories like sportswear.
- While most respondents look forward to returning to physical stores, price sensitivity has increased in the short-term. Long-term spend may rise for higher-income groups but fall for others due to economic concerns.
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.
Survey results: Consumer discretionary spending in ChinaHeather Hanselman
The document summarizes survey results from McKinsey & Company on consumer purchase intent and behavior in China for mobile phones and large domestic appliances during the COVID-19 pandemic. For mobile phones, the survey found that 93% of respondents still plan to purchase a phone, though some intend to trade down to cheaper models or spend less. For large appliances, 94% of respondents either purchased recently or still plan to, but 17% spent less and 39% of future buyers will spend less. Income uncertainty and social guilt were cited as reasons for trading down or canceling purchases. Online channels may see increased preference over physical stores long term.
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.
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.
The document discusses survey results from McKinsey & Company regarding business-to-business sales interactions during COVID-19. Some key findings include:
- Over 70% of B2B decision makers prefer remote or digital self-service interactions with suppliers rather than in-person meetings.
- Around two-thirds of B2B companies believe the new, mostly remote sales model is as effective or more effective at reaching customers compared to before COVID-19.
- Most B2B revenue is now driven by videoconferences, online chat, and e-commerce rather than traditional in-person interactions.
- Over half of companies have already reduced the number of in-person sales roles and physical locations
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.
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.
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.
How retailers are preparing for the post-coronavirus recoveryHeather Hanselman
The document summarizes the results of a survey of 98 senior retail executives across five retail segments regarding the impact of COVID-19 on their businesses. Key findings include:
- Over 80% of respondents have closed some stores due to COVID-19, with apparel retailers being most impacted.
- Respondents expect it will take several months for store traffic to return to pre-COVID levels, with apparel/department store executives being the least optimistic.
- Respondents anticipate online sales penetration will remain 6-13 percentage points higher than pre-COVID levels after the crisis ends.
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.
Survey results: Consumer discretionary spending in IndonesiaHeather Hanselman
- A majority of respondents in Indonesia expect to recover lost income and savings from the lockdown within one year. However, many plan to cut back on purchases in various categories due to economic uncertainty.
- For apparel purchases, 19% of those originally planning to buy say they will indefinitely postpone or cancel purchases. Higher-income respondents are less likely to forego certain categories like sportswear.
- While most respondents look forward to returning to physical stores, price sensitivity has increased in the short-term. Long-term spend may rise for higher-income groups but fall for others due to economic concerns.
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.
Survey results: Consumer discretionary spending in ChinaHeather Hanselman
The document summarizes survey results from McKinsey & Company on consumer purchase intent and behavior in China for mobile phones and large domestic appliances during the COVID-19 pandemic. For mobile phones, the survey found that 93% of respondents still plan to purchase a phone, though some intend to trade down to cheaper models or spend less. For large appliances, 94% of respondents either purchased recently or still plan to, but 17% spent less and 39% of future buyers will spend less. Income uncertainty and social guilt were cited as reasons for trading down or canceling purchases. Online channels may see increased preference over physical stores long term.
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.
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.
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.
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.
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.
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.
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
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.
The document discusses how GPJ needs to embrace digital marketing to remain effective. It notes that investments in content marketing, social media, and digital experiences have become essential for B2B and B2C brands to drive awareness, engagement, and sales. Both corporate customers and users now behave like consumers and expect consumer-like digital experiences. The document recommends that GPJ create social media content and mobile tools to enhance events and provide after-sales support through digital channels.
The document summarizes key findings from a survey of over 2,100 B2B marketers on trends in B2B marketing in 2015. Some of the top findings include:
- The biggest challenges for marketers in 2015 were new business development, quality of leads, and demand/lead generation.
- 84% of marketers planned to increase their budgets for 2015.
- Content marketing trends finding success included video, podcasting, and paid social media advertising, while native advertising decreased.
- Marketing automation was seen as an effective tactic by 81% of marketers, with lead scoring/nurturing and mobile/social media integration being top features used.
Similar to McKinsey Survey: Japanese B2B decision maker response to COVID-19 crisis (15)
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.
The document provides a summary of consumer sentiment surveys in the UK and Europe conducted by McKinsey & Company in June 2022. The key findings include:
1) Rising prices have surpassed COVID-19 as the top concern for UK consumers, with over half citing it as their main worry. Pessimism about the economic recovery has doubled since last year.
2) Across Europe, nearly two-thirds of consumers have a negative view of their country's economy currently. UK consumers are the most pessimistic.
3) Younger generations in the UK (Gen Z and millennials) are most concerned about unemployment and have the lowest confidence in the country's future economic recovery.
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.
The document summarizes findings from a McKinsey & Company survey of Indian consumers in March 2022. Some key findings include:
- Indian consumers' optimism about their country's economic recovery from COVID-19 has steadily increased over the past two years. Nearly 60% say their personal finances have returned to normal or will by mid-2022.
- Intent to spend or "splurge" remains high across income levels and generations. Household items and entertainment saw increased spending intentions compared to last year.
- Over 60% of consumers use both online and in-store shopping ("omnichannel") for most product categories. Social media influences purchase decisions for many categories, especially among younger consumers.
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.
This document summarizes consumer sentiment surveys conducted by McKinsey & Company in Germany and Europe in April 2022. The key findings are:
1) Germans' top concerns are rising prices and the invasion of Ukraine, and optimism about economic recovery is lower than during the COVID pandemic.
2) Low-income Germans and millennials are most worried about rising prices, while high-income and older consumers are more concerned about Ukraine.
3) Germans view their economy more neutrally than other Europeans, though pessimism is higher among low-income groups.
4) Uncertainty over energy, supply issues, and inflation is driving pessimism about the short-term economic outlook across Europe.
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.
The document discusses consumer sentiment and behavior in Spain based on a McKinsey survey conducted in April 2022. Key findings include:
1) Rising prices and the invasion of Ukraine are the top concerns for Spanish consumers, with 47% citing rising prices as their top concern.
2) Consumer confidence in the Spanish economy is very low, with 67% expressing a negative view.
3) In response to high inflation, consumers are trading down to cheaper brands and private labels and shopping more at discount retailers to save money.
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.
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
The report *State of D2C in India: A Logistics Update* talks about the evolving dynamics of the d2C landscape with a particular focus on how brands navigate the complexities of logistics. Third Party Logistics enablers emerge indispensable partners in facilitating the growth journey of D2C brands, offering cost-effective solutions tailored to their specific needs. As D2C brands continue to expand, they encounter heightened operational complexities with logistics standing out as a significant challenge. Logistics not only represents a substantial cost component for the brands but also directly influences the customer experience. Establishing efficient logistics operations while keeping costs low is therefore a crucial objective for brands. The report highlights how 3PLs are meeting the rising demands of D2C brands, supporting their expansion both online and offline, and paving the way for sustainable, scalable growth in this fast-paced market.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...
McKinsey Survey: Japanese B2B decision maker response to COVID-19 crisis
1. McKinsey & Company 1
8 10
18 20
52 52
56 55
41 39
27 26
OrderingConsidering
and evaluating
new suppliers
Identifying and
researching
new suppliers
Reordering
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 7/31–8/6/2020 Japan (n = 200)
of the time, B2B decision
makers have in-person
interactions with company
suppliers
~25–40%
2. McKinsey & Company 2
12 10
20 19
48 51
58 62
41 40
23 20
Identifying and
researching
new suppliers
Considering
and evaluating
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 7/31–8/6/2020 Japan (n = 200)
of B2B decision makers prefer
remote human interactions or
digital self-service instead of
in-person interactions, citing
savings on travel expenses,
safety and efficiency as their
top three reasons why
~60–80%
3. McKinsey & Company 3
Two in three 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
19
33
42
5
1
21
44
28
4
3
53%
as effective
or more so
compared
to prior to
COVID-19
31
35
26
6
4
68%
as effective
or more so
compared
to prior to
COVID-19
70%
as effective
or more so
compared
to prior to
COVID-19
April 8 April 28 August 6
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 4/6–4/8/2020 (n = 200); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/23–4/28/2020 (n = 202);
McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 (n = 200)
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.
10
50
38
0
3
April 8
60%
71% 70%
Effectiveness of new sales model in reaching and serving customers1,2
% of respondents
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 4/6–4/8/2020 (n = 200); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/23–4/28/2020 (n = 202);
McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 (n = 200)
2
23
46
26
April 28
3
1
26
43
25
4
August 6
2
22
27
43
6
April 8
51%
66%
as
effective or
more so
compared
to prior to
COVID-19
69%
4
20
42
29
April 28
4
5
34
30
26
6
August 6
As effective as beforeMuch less effective Somewhat less effective Much more effectiveSomewhat more effective
SMB3 Enterprise4
5. McKinsey & Company 5
B2B decision makers believe the new model is just as 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
4
31
35
25
7
August 6
Somewhat less effective
As effective as before
Somewhat more effective
Much more effective
Much less effective
70%
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
4
31
35
26
6
70%
as effective or
more so
compared to prior
to COVID-19
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
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 7/31–8/6/2020 Japan (n = 200)
7. McKinsey & Company 7
41
21
8
21
2
$50,000 to < $500,000
under $50,000
$1 million or more
$500,000 to < $1 million
I would not make a purchase via
end-to-end digital self service
Remote and self-service is not just for low-value
purchases; a majority spend $50K or more
Maximum order value that you would purchase through end-to-end digital self-
serve 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.
would spend more than
$50,000 on a completely
self-serve or remote
interaction
~50%
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
8. McKinsey & Company 8
The majority of B2B companies has 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
62
44
19
21
45
29
23
39
45
20
41
47
36
31
Traditional
Digital interaction
with sales rep
Digital
self-service
In-person
Via video conference (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
% change
-37%
2%
5%
100%
3%
25%
36%
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
Before COVID-19 During COVID-19X% % change
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 to “other” option offered not included in analysis, and because of rounding.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
Revenue from videoconference and e-commerce has increased
substantially
-43%
2%
12%
106%
15%
11%
45%
Source of revenue before and during COVID-191,2
% of revenue % change
38
13
4
8
14
10
7
22
13
5
16
17
12
10
Traditional
Digital interaction
with sales rep
Digital
self-serve
In-person
Via video conference (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
Before COVID-19 During COVID-19X% % change
10. McKinsey & Company 10
However, e-commerce and videoconference revenue has increased
more among enterprise companies than SMBs
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.
9
7
11
9
E-commerce Videoconference
Pre-COVID-19 During COVID-19
6
8
10
20
E-commerce Videoconference
16% and 18% 72% and 152%
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
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
11. McKinsey & Company 11
Video is almost always ‘more helpful’ than audio
alone
73
75
67
72
17
16
22
19
10
10
12
10
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
other via video2
39%
B2B buyers also
believe video is
preferred for:3
Demonstration of
products/services
Pricing negotiations
Customer support/
trouble shooting
Day-to-day account
management
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
12. McKinsey & Company 12
Screensharing and seeing one another are the most helpful features
of videoconferencing
1. Q: What features/functionality of videoconferencing are most helpful for you?
71
66
46
31
28
Most helpful features/functionality of videoconferencing1
% of respondents ranking in top 3
Screensharing
Breakout rooms
Whiteboards
Annotation
Seeing one another
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
13. McKinsey & Company 13
6
11
49
20
13
One in three B2B companies has already reduced both their
in-person sales FTEs and number of physical locations
7
7
55
16
1233%
companies reduced their
number of people (FTEs)
on in-person sales teams
by more than 4% due to
COVID-19
28%
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
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 offered was 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
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
14. McKinsey & Company 14
Most industries are seeing 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 7/31–8/6/2020 Japan (n = 200)
105-55 -35-50 -40
20
0-45
-60
25-25 -20 15-15 -10 -5-30 20
-50
-40
-30
-20
-10
0
10
30
40
Global energy and materials
Consumer/retail
Advanced industries
Technology, media, and telecom
Pharma and medical products
Global finance, banking, and insurance
Travel, transportation, and logistics
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 4/23–4/28/2020 (n = 202); McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 (n = 200)
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
77%
are “very likely” and “somewhat
likely” to sustain these shifts
12+ months after COVID-19,
up from 63% in
April 2020
18
45
30
7
36
41
17
7
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
24
15
21
12
29
In-person meetings might not return at scale until 2021;
even then, more than half are expected to remain virtual
18
37
32
14
39%
of B2B companies
expect to have
in-person meetings
again in 2021
55%
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
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
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
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?
83% 83% 87%
Additional skills
for in-person to
remote transition
Basic video technology Tech beyond
videoconference
“Strongly agree,” “agree,” and “somewhat agree”
74% 78%
New profiles
of sales reps
Redesigned
sales trainings
of B2B companies
believe that they
have both
capabilities and
technology to sell
today, however…
78%
88%
Have both capabilities
and technology to
effectively sell today
Need both skill building
and technology
~80% 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
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)
19. McKinsey & Company 19
Three in five B2B companies are looking to potentially reduce their
numbers of sales reps as they refine their overall sales model
33
59
Expect to reduce
going forward
Have already reduced
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.
59%
74%
81%
83%
Need to switch to a different,
more dynamic resourcing model
Will be decreasing the number
of sales reps
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 7/31–8/6/2020 Japan (n = 200)
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?
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% 61% to 70% 71% to 80% 81% to 90% >90%
Overall
Japan
(all
industries)
Advanced
industries
Technology,
media, and
telecom
Global
energy and
materials
Pharma and
medical
products
Travel,
transport,
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
long-term
sustainability of
products and services
Global
finance,
banking, and
insurance
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #3 7/31–8/6/2020 Japan (n = 200)