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.

1. McKinsey & Company 1
Optimism across both segments has declined, but SMBs are
relatively more optimistic than enterprise decision makers
Confidence level on economic conditions after the COVID-19 situation1, 2
% of respondents
11 9
35 42
54 48
April 1 April 27
Optimistic: The economy will rebound in 2–3 months and grow
just as strong as or stronger than before COVID-19
Neutral: The economy will be impacted for 6–12 months or
longer and will stagnate or show slow growth thereafter
Pessimistic: COVID-19 will have lasting impact on the economy
and will show regression/fall into lengthy recession
1Q: How is your overall confidence level on economic conditions after the COVID-19 situation? Figures may not sum to 100% because of rounding; a “prefer not to answer” option was given, but <2% of respondents filled it out in 2019.
2SMBs defined as <$100M in annual revenue, enterprise defined as >$100M in annual revenue.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
14 11
22
37
63
52
April 1 April 27
SMB ENT

2. McKinsey & Company 2
The US remains slightly more optimistic compared to other regions,
with the exception of India and China
11 11 10
19 13 10
35
10 15 9
41 43 43 48
50
45
25 15
53
58 50
42
48 49 46 42
31
42
74 75
11
31 34
48
All
countries
8
France SpainGermany UKItaly
2
China India Japan S. Korea Brazil US
Confidence level on economic conditions after the COVID-19 situation1
% of respondents
Optimistic: The economy will
rebound in 2–3 months and grow
just as strong as or stronger
than before COVID-19
Pessimistic: COVID-19 will have
lasting impact on the economy and
will show regression/fall into
lengthy recession
Neutral: The economy will be
impacted for 6–12 months or
longer and will stagnate or
show slow growth thereafter
1Q: How is your overall confidence level on economic conditions after the COVID-19 situation? Figures may not sum to 100% because of rounding; a “prefer not to answer” option was given, but <1% of respondents filled it out in 2020.
Europe APAC
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/28/2020, (US n = 607), (France n = 219), (Spain n = 215), (Italy n = 407), (UK n = 218), (Germany n = 414), (China n = 443),
(South Korea n = 200), (Japan n = 202), (India n = 411), (Brazil n = 419)
13 15 19 17 9 9
54
17 11
46
58
57
56
47 59
40 28
35
56
51 37
40
26
37
26
37 31
55 63
9
27
42
52
756
SMB
ENT

3. McKinsey & Company 3
The US overall budget continues to decline, while near-term spend
reductions decelerate
59 48
28
29
2313
Company’s budget (changes already made)2 Expected in the next two weeks3
48 53
26 24
25 24
April 1 April 27
Spend shifts as a result of COVID-19
% of spend changes
71
39
16
37
14 24
44 40
28 32
29 28
April 1 April 27
1“About the same” refers to ±3% change in budget.
2Q: How has the coronavirus (COVID-19) situation affected your company’s budget for the following areas? Percentages may not sum to 100 because of rounding.
3Q: How do you think spending on the following may change in the next two weeks? Percentages may not sum to 100 because of rounding.
IncreasedAbout the same1Reduced
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
SMB
ENT

4. McKinsey & Company 4
SMB respondents report downward budget shifts across all
categories, with real estate the least affected to date
56
44
35
57
53
41
56
62
57
53
48
44
26
18
30
42
14
26
35
28
16
22
23
35
29
55
25
27
23
29
21
24
16
22
22
25
17
27
18
Vehicles
Processing supplies
Distribution and transportation
Software and telecom
Banking and insurance
Specialty inputs
Commodity inputs
Energy
Packaging
Finished goods
Capital equipment
IT hardware
Real estate
Reduced About the same3 Increased
Budget changes due to COVID-19 (changes already made)1
% of respondents
Net
intent2
Services
Inputs
Capex
-13%
-17%
-31%
-29%
-33%
-17%
-41%
-40%
-35%
-28%
-31%
-17%
-8%
1Q: How has the coronavirus (COVID-19) situation affected your company’s budget for the following areas? Figures may not sum to 100% because of rounding.
2Net intent is calculated by subtracting the % of respondents stating they expect to decrease spending from the % of respondents stating they expect to increase spending.
3“About the same” refers to ±3% change in budget.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

5. McKinsey & Company 5
ENT respondents report downward budget shifts across all
categories, with banking and insurance the least affected to date
58
47
41
55
54
60
54
51
55
55
56
51
53
18
30
29
24
21
20
23
17
21
20
24
24
28
23
23
30
20
25
20
23
33
24
25
20
25
19
Processing supplies
Software and telecom
Distribution and transportation
Banking and insurance
Commodity inputs
Energy
Specialty inputs
Packaging
Finished goods
Vehicles
Capital equipment
IT hardware
Real estate
Reduced IncreasedAbout the same3
Budget changes due to COVID-19 (changes already made)1
% of respondents
Net
intent2
Services
Inputs
Capex
-10%
-24%
-35%
-35%
-29%
-40%
-31%
-18%
-31%
-30%
-36%
-26%
-33%
1Q: How has the coronavirus (COVID-19) situation affected your company’s budget for the following areas? Figures may not sum to 100% because of rounding.
2Net intent is calculated by subtracting the % of respondents stating they expect to decrease spending from the % of respondents stating they expect to increase spending.
3“About the same” refers to ±3% change in budget.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

6. McKinsey & Company 6
SMB: The consumer/retail industry is experiencing the most
significant decline in budget across categories
Budget net intent1 per category for each industry2
Overall industry net intent
% where budget is about the same3
Advanced
industries
Technology,
media, and
telecom
Global energy
and materials
Pharma and
medical
products
Travel,
transportation,
and logistics
Global finance,
banking, and
insurance Consumer/Retail
Services
Inputs
Capex
Net intent: % of budget decreases subtracted from the % of budget increases
Below -50 -50 to -25 -25 to 0 0 to 25 25 to 50 50+
Specialty inputs
Energy
Processing supplies
Packaging
Commodity inputs
Finished goods
Software and telecom
Banking and insurance
Distribution and transportation
Capital equipment
IT hardware
Vehicles
Real estate
39 18 29 23 34 42 14
1Budget net intent is described as the % of budget decreases subtracted from the % of budget increases.
2Q: How has the coronavirus (COVID-19) situation affected your company’s budget for the following areas?
3“About the same” budget changes are those that are +/- 3%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

7. McKinsey & Company 7
ENT: The advanced industries are experiencing the most significant
decline in budget across categories
Budget net intent1 per category for each industry2
Overall industry net intent
% where budget is about the same3
Advanced
industries
Technology,
media, and
telecom
Global energy
and materials
Pharma and
medical
products
Travel,
transportation,
and logistics
Global finance,
banking, and
insurance Consumer/Retail
Services
Inputs
Capex
Net intent: % of budget decreases subtracted from the % of budget increases
Below -50 -50 to -25 -25 to 0 0 to 25 25 to 50 50+
Specialty inputs
Energy
Processing supplies
Packaging
Commodity inputs
Finished goods
Software and telecom
Banking and insurance
Distribution and transportation
Capital equipment
IT hardware
Vehicles
Real estate
20 21 23 30 24 27 25
1Budget net intent is described as the % of budget decreases subtracted from the % of budget increases.
2Q: How has the coronavirus (COVID-19) situation affected your company’s budget for the following areas?
3“About the same” budget changes are those that are +/- 3%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

8. McKinsey & Company 8
SMB: In the next two weeks, pockets of near-term spend increases
are likely to emerge across industries
Net intent: % of budget decreases subtracted from the % of budget increases
Below -50 -50 to -25 -25 to 0 0 to 25 25 to 50 50+
Next two-week spending net intent1 per category for each industry2
Overall industry net intent
% where budget is about the same3
Advanced
industries
Technology,
media, and
telecom
Global energy
and materials
Pharma and
medical
products
Travel,
transportation,
and logistics
Global finance,
banking, and
insurance Consumer/Retail
Services
Inputs
Capex
Specialty inputs
Energy
Processing supplies
Packaging
Commodity inputs
Finished goods
Software and telecom
Banking and insurance
Distribution and transportation
Capital equipment
IT hardware
Vehicles
Real estate
41 31 34 46 39 48 26
1Net intent is described as the % of spending decreases subtracted from the % of spending increases.
2Q: How do you think spending on the following may change in the next two weeks?
3“About the same” spending changes are those that are +/- 3%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

9. McKinsey & Company 9
ENT: In the next two weeks, pockets of near-term spend increases
are likely to emerge across industries
Net intent: % of budget decreases subtracted from the % of budget increases
Below -50 -50 to -25 -25 to 0 0 to 25 25 to 50 50+
Next two-week spending net intent1 per category for each industry2
Overall industry net intent
% where budget is about the same3
Advanced
industries
Technology,
media, and
telecom
Global energy
and materials
Pharma and
medical
products
Travel,
transportation,
and logistics
Global finance,
banking, and
insurance Consumer/Retail
Services
Inputs
Capex
Specialty inputs
Energy
Processing supplies
Packaging
Commodity inputs
Finished goods
Software and telecom
Banking and insurance
Distribution and transportation
Capital equipment
IT hardware
Vehicles
Real estate
34 31 24 35 38 27 43
1Net intent is described as the % of spending decreases subtracted from the % of spending increases.
2Q: How do you think spending on the following may change in the next two weeks?
3“About the same” spending changes are those that are +/- 3%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

10. McKinsey & Company 10
Pharma and
medical products
Technology,
media, telecom
Advanced
industries
Global energy
and materials
Travel,
transportation,
and logistics
Global finance,
banking, and insurance
Consumer/Retail
SMB: All industries are shifting capacity down in light of tempered
demand, with consumer/retail seeing the sharpest decline
Flat
-10%
Demand
for
products/
services
Operational capacity (eg, production)3 Flat-15%
Impact of COVID-19 on demand and capacity1,2
% change due to COVID-193
1Q: How has the coronavirus (COVID-19) situation affected your company’s production (operation) capacity? Percentages may not sum to 100 because of rounding.
2Q: How has the coronavirus (COVID-19) situation affected demand for your company’s products/services? Percentages may not sum to 100 because of rounding.
3Weighted average uses following midpoints: “increased/reduced 25+%” is +/- 30%, “increased/reduced 11–25%” is +/- 18%, “increased/reduced 4–10%” is +/- 7%, “About the same (+/- 3%)” is 0%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

11. McKinsey & Company 11
Technology,
media, telecom
Advanced
industries
Global energy
and materials
Consumer/Retail
Pharma and
medical products
Travel,
transportation,
and logistics
Global finance,
banking, and insurance
ENT: All industries are shifting capacity down in light of tempered
demand; travel and advanced industries seeing sharpest declines
Flat
-10%
Demand
for
products/
services
Operational capacity (eg, production)3 Flat-10%
Impact of COVID-19 on demand and capacity1,2
% change due to COVID-193
1Q: How has the coronavirus (COVID-19) situation affected your company’s production (operation) capacity? Percentages may not sum to 100 because of rounding.
2Q: How has the coronavirus (COVID-19) situation affected demand for your company’s products/services? Percentages may not sum to 100 because of rounding.
3Weighted average uses following midpoints: “increased/reduced 25+%” is +/- 30%, “increased/reduced 11–25%” is +/- 18%, “increased/reduced 4–10%” is +/- 7%, “About the same (+/- 3%)” is 0%.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

12. McKinsey & Company 12
Companies are reducing marketing spend in all regions; more than
half of US B2B companies have reduced their marketing
68 77 66 55 65 78 69 77 68 68 66 64
18
14
21 30 20 17 28 23 18
14 15 15 14 24 18129
11
913 11 5
10
10
Europe APAC
Marketing spend change1
% of responses
1Q: How has the coronavirus (COVID-19) situation affected your company’s marketing spend across all channels? Percentages may not sum to 100 because of rounding.
2“About the same” refers to ±3% change in budget.
IncreasedAbout the same2Reduced
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/28/2020, (US n = 607), (France n = 219), (Spain n = 215), (Italy n = 407), (UK n = 218), (Germany n = 414), (China n = 443),
(South Korea n = 200), (Japan n = 202), (India n = 411), (Brazil n = 419)
60 58 54 57 69 68 59 65 64 73
55 54
18 21 21 20
17 16 20 26 18
18 21
22 21 25 23 16 21 29 27 25
UKGermany JapanChinaAll
countries
France Italy S. Korea
14
Spain
6
India
10 10
Brazil US
SMB
ENT

13. McKinsey & Company 13
SMB: The importance of digital sales has doubled that of traditional
sales interactions since the onset of COVID-19
Importance of digital vs traditional to
B2B buyers themselves1,2
Points allocated out of 100
1Q: Prior to COVID-19, how important were each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more points to the method that you believe is more important to
you personally when interacting with your suppliers.
2Q: Now, thinking about the next two weeks given the environment with COVID-19, how important are each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more
points to the method that you believe is more important to you personally when interacting with your suppliers.
3Q: Prior to COVID-19, how important was each method in delivering an overall outstanding sales experience? Distribute 100 points across these items, giving more points to the method that you believe is more important to your customers.
4Q: Now, thinking about the next two weeks given the environment with COVID-19, how important are each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more
points to the method that you believe is more important to your customers.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
Importance of digital vs traditional to
B2B company customers3,4
Points allocated out of 100
50
65
50
35
April 1Before COVID-19
+30%
46
63
54
37
Before COVID-19 April 27
+35%
Traditional Digital

14. McKinsey & Company 14
ENT: The importance of digital sales has doubled that of traditional
sales interactions since the onset of COVID-19
Importance of digital vs traditional to
B2B buyers themselves1,2
Points allocated out of 100
1Q: Prior to COVID-19, how important were each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more points to the method that you believe is more important to
you personally when interacting with your suppliers.
2Q: Now, thinking about the next two weeks given the environment with COVID-19, how important are each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more
points to the method that you believe is more important to you personally when interacting with your suppliers.
3Q: Prior to COVID-19, how important was each method in delivering an overall outstanding sales experience? Distribute 100 points across these items, giving more points to the method that you believe is more important to your customers.
4Q: Now, thinking about the next two weeks given the environment with COVID-19, how important are each of these methods in delivering an overall outstanding sales experience? Please distribute 100 points across these two items, giving more
points to the method that you believe is more important to your customers.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
Importance of digital vs traditional to
B2B company customers3,4
Points allocated out of 100
48
65
52
35
Before COVID-19 April 27
+35%
51
67
49
33
Before COVID-19 April 1
+30%
Traditional Digital

15. McKinsey & Company 15
28
22 20
11 10
15 14
9
29
19
16 17
22
17
36
12
24 23 22
17 17
29
20
15
18 17 16
11 9
23
19
14
Meeting
sales rep
in person
Email
from
sales rep
Supplier
website
Online
material
from
supplier
Post on
social
media/online
Google/
web
search
Live chatInfo on
mobile
app
Text from
sales rep
Referral
from
someone
in my
industry
Customer
referral
Industry
publication
Print
material
from
supplier
Trade
show
Call from
sales rep
Direct
mail from
sales rep
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey Global Omnichannel B2B Sales Survey, 2019 (n = 605)
1Q: What ways of interacting with a supplier would be most beneficial to you when researching/considering suppliers going forward? Rank up to 3 that would be most beneficial. A free-response option was given, but <1% of respondents filled it out.
Live chat is now seen as the most beneficial channel for researching
suppliers; social media, text, and mobile apps are also gaining
% YoY changeX% 2019 2020Most beneficial supplier interactions for researching/considering suppliers1
% of respondents ranking in top 3
Digital
Self-serve Directed Self-serve Directed
Traditional
SMB
ENT
112% -37% 2%-34% -2% 41% 187% 106% 13% -45% 4%-12% -29% -12% -32% -53%
30
20
17
7 5
17
22
8
26 24
12
20 23 20
34
13
20 20
25
20
11
37
14
8
23
17
11
14
11
23
18
14
90% 39% 69%-13% 5% 7% 57% 62% 36% -47% 17%-37% -13% -3% -32% -58%

16. McKinsey & Company 16
1Q: Which of the following methods do you/would you most prefer to use when submitting your order? Please rank up to 3 that would be most beneficial. Results for top 1 responses are consistent with top 3. A free-response option was given, but
<1% of respondents filled it out.
2Question was not asked in 2019.
53
11
53
46
52
39
46
54
37 39
32
38 34 29 27
Using a supplier’s
website
Using call
center/customer
service
Using a
mobile app
Using my
company’s
e-procurement
portal
Using my
company’s
procurement
department
Emailing sales rep Ordering from
sales rep in person
Calling sales rep
2% N/A241% -17%-39% -35% -25% -41%
Digital self-serve for order submission is now preferred
significantly more; mobile app ordering has risen over 200 percent
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622), McKinsey Global Omnichannel B2B Sales Survey, 2019 (n = 605)
Self-serve Sales rep involvementInternal processes
Most preferred method for ordering1
% of respondents ranking in top 3
N/A2
% YoY changeX% 2019 2020
SMB
ENT
55
9
44 47
54
39
5251
35 40
18
42
23
34 31
-8% N/A274% -11%-58% -57% -13% -41%
N/A2

17. McKinsey & Company 17
The majority of companies that serve other businesses have shifted
their go-to-market model in response to the COVID-19 crisis
59
52
65
50
2
21
40
74
52
3
Before COVID-19 During COVID-19
Go-to-market sales model during COVID-191,2
% of respondents
1Q: In what ways was your company’s product or service sold before COVID-19?
2Q: Now today, in what ways is your company’s product or service sold during COVID-19?
3Q: 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.
96%3
SMB companies
shifted their GTM
model during
COVID-19
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
53
43
60
41
1
17
37
73
47
1
Online/web support (eg, chatting with customers
via video/website/mobile app to support purchase)
In-person/field sales team (eg, meeting with
customers face to face)
Inside sales team (eg, interacting with
customers on the phone)
Other
E-commerce (eg, products/services sold directly
online with no sales rep involved)
ENTSMB
97%3
ENT companies
shifted their GTM
model during
COVID-19

18. McKinsey & Company 18
E-commerce percentage of revenue is up 18 percent for SMB and
31 percent for ENT since the onset of COVID-19
Percent of company revenue driven by e-commerce before and during COVID-19 (among
companies that sell online)1,2
Average % of total revenue
1Q: Approximately what percentage of your company’s revenue before COVID-19 was driven by…Figures may not sum to 100% because of rounding.
2Q: Approximately what percentage of your company’s revenue during COVID-19 is now driven by…Figures may not sum to 100% because of rounding.
44
52
Before COVID-19 During COVID-19
+18%
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
39
51
Before COVID-19 During COVID-19
+31%
SMB ENT

19. McKinsey & Company 19
12 11
19 23
29
31
34 28
6 7
100
April 1 April 27
100
1Q: How effective is your company’s new sales model at reaching and serving customers? Figures may not sum to 100% because of rounding.
65 percent of B2B decision makers believe the new sales model is as
effective or more so compared to the time prior to COVID-19
Effectiveness of new sales model in reaching and serving customers1
% of respondents
65%
as effective or more
compared to prior to
COVID-19
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #1 3/30–4/1/2020 (n = 622); McKinsey COVID-19 US B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
19
11
10 23
24
31
36
27
10 8
100
Somewhat more effective
April 27
Much less effective
April 1
100
Somewhat less effective
As effective as before
Much more effective
65%
as effective or more
compared to prior to
COVID-19
ENTSMB

20. McKinsey & Company 20
Companies are likely to keep their new sales model for more than
12 months after the onset of the COVID-19 crisis
33
47
17
3
80%
“very likely” and “somewhat
likely” to sustain these shifts
12+ months after COVID-19
Staying power of new sales models1
% of respondents
1Q: 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.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
32
48
16
4
Very likely to sustain 12+ months after
Somewhat likely to sustain 12 months after
NA, made no go-to-market changes
Unlikely to sustain 12 months after
ENTSMB

21. McKinsey & Company 21
About 80 percent of B2B companies have adjusted incentives in
response to the effects of COVID-19
30
26
18
20
17
11
Sales team incentive structure changes in response to COVID-191
% of respondents
1Q: To what extent has your company made changes to the incentive structure of your sales team in light of COVID-19? Figures may not sum to 100% because of rounding.
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)
29
27
22
18
17
11
Lower quotas
No change
Short-term bonuses/incentives
More variable incentives
More fixed incentives
Higher quotas
ENTSMB

22. McKinsey & Company 22
27
21
18
14
7
7
6
Travel, transportation, and logistics
Pharma and medical products
Global finance, banking, and insurance
Global energy and materials
Advanced industries
Technology, media, and telecom
Consumer/Retail
33
67
0$100M to < $500M
$1M to < $25M
10B+
$1B to < $10B 0
$25M to < $100M
$500M to < $1B 0
0
3
14
31
31
17
3
1
1,000–9,999
100,000+
10,000–49,999
<50
50–99
100–499
50,000–99,999
500–999
0
31
29
16
6
6
4
3
2
2
Shipping/logistics
Operations
Top management
IT/computer services
Marketing
R&D/Innovation/Product design
Sales
Engineering
Purchasing
1Percentages may not sum to 100 because of rounding.
Survey respondents by no. of employees of company
% of respondents1
Survey respondents by role in company
% of respondents1
Survey respondents by industry
% of respondents1
Survey respondents by annual revenue of company
% of respondents1
Pulse #1 closed on April 1, 2020 Pulse #2 closed on April 27, 2020
SMB: B2B Pulse Decision-Maker Pulse #2: Respondent Overview
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)

23. McKinsey & Company 23
23
17
16
15
12
11
7
Global energy and materials
Advanced industries
Global finance, banking, and insurance
Technology, media, and telecom
Pharma and medical products
Travel, transportation, and logistics
Consumer/Retail
28
28
28
16
$500M to < $1B
0
$1M to < $25M
$25M to < $100M
$100M to < $500M
$1B to < $10B
0
10B+
2
10
17
42
11
8
10
1,000–9,999
50–99
<50
100,000+
100–499
10,000–49,999
500–999
50,000–99,999
030
24
15
8
6
6
4
4
3
R&D/Innovation/Product design
IT/computer services
Top management
Engineering
Operations
Sales
Shipping/logistics
Purchasing
Marketing
1Percentages may not sum to 100 because of rounding.
Survey respondents by no. of employees of company
% of respondents1
Survey respondents by role in company
% of respondents1
Survey respondents by industry
% of respondents1
Survey respondents by annual revenue of company
% of respondents1
Pulse #1 closed on April 1, 2020 Pulse #2 closed on April 27, 2020
ENT: B2B Pulse Decision-Maker Pulse #2: Respondent Overview
Source: McKinsey COVID-19 B2B Decision-Maker Pulse #2 4/20–4/27/2020 (n = 607)