2020 在BETA工作：新興的B2B決策者 - GWI（英文版）.pdf

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1、Compendium Work in BETA: The Rising B2B Decision Makers By Lucie Greene and Jason Mander Table of Contents 02 FOREWORD 14 WORK IN BETA: DATA ANALYSIS BY JASON MANDER 45 T IN BETA 04 ABOUT THE AUTHORS 15 B IN BETA 61 A IN BETA 76 METHODOLOGY AND SAMPLE 78 RESEARCH PARTNERS 07 INTRODUCING THE BETAS BY

2、 LUCIE GREENE 70 RECOMMENDATIONS 72 GLOBAL SNAPSHOT 29 E IN BETA 2020 is a year of inflection; the pandemic, social justice, remote working and the influence of technology on work and society have created challenges and opportunities politically, economically, socially, commercially and professional

3、ly. To paraphrase Darwin, those who prosper and survive will be those who can best manage change. The current millennium has seen the acceleration of change driven by ubiquitous bandwidth and new devices and platforms that catalyzed consumer-led change in categories as diverse as grocery, media, ret

4、ail, travel and financial services. Consumers send signals through their digital interactions and business responses; products and services iterate in areas as diverse as design, product and distribution. Whats true in consumer marketing is true in Business to Business marketing. With our partners G

5、WI and forecaster Lucie Greene, we undertook a landmark study of the changing behaviors and attitudes of 17,000 knowledge workers in ten markets focusing specifically on those aged 21 to 40. These are the professional cohort who will influence the structure and behavior of enterprises most in a worl

6、d altered by the Covid-19 pandemic, and they represent an evolving notion of what professional identity means in this new environment. The study is a scaled global snapshot of business at a time of dislocation, when speculation about a new normal is just that speculation. There are some certainties

7、confirmed by the data: the acceleration of pre-existing trends caused by technological enablement, the embracing of technology to separate work from place of work, the dangers to society and business of social inequity and income inequality, and the paradox of circumstances that have physically sepa

8、rated us but illuminated common challenges. We have named this group the BETAs: the line between their life and work is Blurred; they have Evolved to believe formal structures will be supplanted by development opportunities for the individual; their dexterity with Technology will give them an advant

9、age as work styles evolve; and they will take their Activism to work and use it as a filter to judge employers, colleagues, customers and suppliers. The BETAs are the first cohort of digital natives to assume positions of seniority in business. It goes beyond the smartphone; they are the generation

10、who have always used cloud-based services and collaboration tools. They dont have professional experience that pre-dates search, e-commerce and liquidity tools like LinkedIn where they make their skills and experience visible to those who might value it most. Management of professional identity is a

11、lso important to this group a job is not for life, and their personal brand is key in the pursuit of professional mobility. They live and work at the intersection of insecurity and opportunity, often beyond city or geographical borders. Whether through choice or necessity many recognize that their n

12、ext employer may be themselves, as barriers to entry into entrepreneurship like geography or infrastructure recede. Foreword Work in BETA: The Rising B2B Decision Makers 2 BETAs are everywhere. We see them strongly in the US and UK. The values we observed are most prominent in countries with young p

13、opulations, young companies, and dynamic economic structures. Brazil and India are outstanding examples, as is Japan at the opposite end of the spectrum where economic, social and commercial structures are more traditional in comparison. This research is intended to identify and quantify behaviors t

14、o help business, government and the BETAs themselves understand the trajectory of change and what is required of companies and leaders in sales, marketing and other functions. The BETAs are ready for the world; the world needs to be ready for the BETAs. Continuous disruption will characterize our fu

15、ture. Consequently, business planning must become dynamic. We must accept and embrace fluid and inclusive policies and processes that reward ambition and minimize fear. Every day is the first draft of history, we hope this research contributes to that and to your plans for whats next. Finally, a tha

16、nk you GWI and to Jason Mander for leading their team, to Lucie Greene for her accompanying essay, to Rachel Abbe for her stellar effort throughout, to Rob Norman for his invaluable guidance, and to all individuals who contributed from experts to respondents and to the LinkedIn Insights team. DIRECT

17、OR, B2B INSTITUTE Ty Heath HEAD OF EMEA, B2B INSTITUTE Victoria Pattinson WORK IN BETA: THE RISING B2B DECISION MAKERS 3 About the Authors Lucie Greene Founder, Light Years Lucie Greene is a forecaster, strategist and award- winning author specializing in cultural trends, consumer insight and brand

18、innovation. Her New York-based futures practice Light Years works with numerous global lifestyle brands on strategy, research and innovation. She also advises venture capital and rising start-up companies. Most recently, Greene led J. Walter Thompsons global futures think tank JWT Intelligence, stee

19、ring original research into emerging consumer behaviors, cultural shifts and lifestyle trends with JWT Intelligence leading units around the world, while also consulting JWTs many Fortune 500 clients. In August 2018, Greene released her debut book with Counterpoint entitled, Silicon States: The Powe

20、r and Politics of Big Tech and What it Means for Our Future. The book was awarded 800-CEO-READ Business Book Award in Current Events and Public Affairs in 2018. She has been featured as an expert on trends and consumer insights on the BBC, Fox News, CBS, CNBC and Bloomberg TV as well as contributing

21、 pieces to Campaign, The Guardian, The New York Daily News, Sunday Times Style UK and The Financial Times. She has spoken at several international conferences, including CES, WWD Summit, Web Summit, SXSW, and Cosmoprof, and she is on the board of Cosmetic Executive Women USA 4 Jason Mander Chief Res

22、earch Officer, GWI B2B Institute Research Fellow Jason Mander leads the research and insight departments at research firm GWI, where he oversees the companys flagship continuous study on the digital lives and lifestyles of consumers across 46 countries. He is an expert on the attitudes and behaviour

23、s of business professionals around the world through his work, including GWI Work, a deep dive into B2B professionals, which is the official data source for “Work in BETA: The Rising B2B Decision Makers.” He also launched GWI USA, which examines contemporary attitudes, behaviors, and sentiment among

24、 American consumers. Jason regularly writes about trends across a vast range of audiences, markets and sectors at conferences and in the media (WARC, BBC News, Bloomberg, CNN and others) Earlier in his career, Jason was Head of Insight at Future Foundation, where he launched the companys U.S. servic

25、e, managed its Quant, Intelligence and Forecasting departments, and served as an Account Director for a number of global brands. Jason first began working with trends as a Research Fellow at the University of Oxford. Building on a PhD in the Social Sciences, he published a book through Cambridge Uni

26、versity Press, authored a number of articles and visited more than 100 cities for the purposes of his research. WORK IN BETA: THE RISING B2B DECISION MAKERS 5 Reid Hoffman, The Start-Up of You: Adapt to the Future, Invest in Yourself, and Transform Your Career “Permanent beta is essentially a lifelo

27、ng commitment to continuous personal growth. Get busy livin, or get busy dyin.” Introducing the BETAs By: Lucie Greene Introduction Barely a day has gone by in the past decade without a marketing presentation exploring the wants, needs, qualms and behaviors of millennials (more recently expanding to

28、 the TikTok-loving Generation Zs.) Strategies have been forged trying to sell sneakers, soft drinks, music, beauty and more to this group, who have come to represent “youth,” relevance, and disposable income for brands. Their behaviors infiltrated culture at large consumers of all ages now pay $37 f

29、or spin classes, book a taxi on an app three minutes in advance, buy clean beauty products, and stream music (rather than own it) in part because this group did. Millennials transcended the notion of pure generation to become a consumer psychographic and influencer of wider behaviors. They are the r

30、eason our grandparents and parents are on social media. Even in markets around the world where the term “millennial” varies subject to cultural and economic contexts and forces, universal factors such as social media and smartphone ubiquity impacted this age group in ways that will have ramification

31、s for work and play for decades to come. Until recently, the impact of this major cohort has rarely been assessed in the context of B2B. We believe this is an oversight that must be corrected. Millennials have officially grown up, and they are moving through the ranks and taking on leadership roles

32、in the workplace. They are becoming key influencers in company purchase decisions, and they are approaching B2B purchasing in a new way. We call them The BETAs - a new group of younger B2B buyers. Who are the BETAs? The name BETA was inspired by the notion of literally being in “Beta,” a term synony

33、mous with business in Silicon Valley, where disruption and entrepreneurship have become a religion. It echoes this groups focus on self-improvement, iteration, and being in constant Beta. (Its no wonder this cohort has also driven the global obsession with wellbeing and fitness, not to mention the c

34、ult of travel and experiences for professional and personal actualization.) BETAs came of age when entire sectors like banking and retail were upended within a few short years, and, for that reason, BETA culture has zeroed in on adaptability as a means of survival. The BETAs are the first “LinkedIn

35、Generation” they came of age professionally when LinkedIn was very much of the professional culture lexicon and a new concept entirely. For this study weve segmented the cohort at 21 to 40 years old. We believe this group will exert significant change drivers in the B2B sector, just as this group in

36、fluenced broader consumer trends, as work becomes ever more digital in the era of Covid-19. The BETAs represent a new broader psychographic in B2B marketing that will drive shifts across businesses and among buyers at large. The BETAs are the first “LinkedIn Generation” they came of age professional

37、ly when LinkedIn was very much of the professional culture lexicon and a new concept entirely. 8 The BETAs exhibit many of the same characteristics globally. However, as Jason Mander, Chief Research Officer and data lead on the BETA research explains: “its not the case that every single aspect of th

38、e BETA mindset finds representation in every single country; its important to recognize the impact of local cultural frameworks and customs.” That said, we see tremendous value in understanding a group of buyers as large as those aged 21-40 especially since broad reach marketing with universally fam

39、iliar creative is poised to build the strongest B2B brands in the 2020s.1 As Peter Weinberg, Global Lead at the B2B Institute, explains in his Quantum Marketing essay, “In quantum marketing, you dont reach exactly the right buyer. You reach anyone who could potentially buy, in either the short-term

40、or in the long-term. You dont design specific creative for specific buyers. You design creative thats potentially relevant to a massive set of customers.”2 What is the BETA mindset? And what does it mean for B2B sales and marketing? Technology, unsurprisingly, has had more influence than anything el

41、se on the BETA mindset. It fostered an open-mindedness when it comes to trying new tools and approaches. The on-demand, mobile-centric, and easy-to-use nature of consumer applications has radically shaped BETAs expectations in business, with high demands on time-management and productivity capabilit

42、ies. If tech platforms dont keep up, they are quickly abandoned. BETAs are being met with a wave of new digital products, brand concepts, AI-powered plug-ins and productivity tools that are more akin to the consumer user experience of Uber and Airbnb than traditional business services. Disruptive B2

43、B brands like Stripe, Mailchimp, Basecamp, Shopify, and Slack have, as a result, started to replicate influential consumer brands with pithy language, convenience, attractive design, and UX befitting of popular lifestyle apps. Business should anticipate there is more to come as BETAs take the stage

44、as lead B2B stakeholders. Our data shows BETAs are rising up the ranks professionally. If they are not the lead decision makers yet, their values, outlook and mindset nonetheless have growing influence in companies especially as decision making becomes more decentralized. According to B2B Internatio

45、nal, millennials will make up 44% of the workforce by 2025.3 In our study we can see that 74% of BETAs are involved in making buying decisions for their companies. Theyre already driving a digital approach to B2B selling 51% (versus 33% of Other Professionals) perceive digital products to be more pe

46、rsonalized vs. analog, for example. Business should anticipate there is more to come as BETAs take the stage as lead B2B stakeholders. 1 2 3 WORK IN BETA: THE RISING B2B DECISION MAKERS 9 Ultimate Decision Makers Hardware 75% Software 72% BETAsOther Professionals 33 23 24 19 16 1515 14 Hardware (e.g

47、. computer equipment, mobile phones, etc) Software (e.g. programs, online services, licenses, subscriptions, etc) Employee perks / benefi ts (e.g. health insurance / company car) Company Events Question: How much influence would you say you have when your company is purchasing the following products

48、 / services? Source: GWI Work 2020 Base: 17,692 Business Professionals aged 21-64 in 10 countries Published in “Work in BETA: The Rising B2B Decision Makers” by The B2B Institute, 2020 BETAs increasingly have ultimate decision making power Globally, BETAs make up the majority of ultimate decision ma

49、kers in hardware and software % of Business Professionals who say they are the ultimate decision-makers for their companies for the above purchase types % of all Ultimate Decision-Makers who are BETAs 10 BETAs are influential in key company purchase decisions, particularly in hardware and software categories. Our global data shows that 75% of ultimate decision makers for hardware and 72% for software are now BETAs though this varies by market. Our data also shows a dominant influence of BETAs on purchase journeys: 57% of our global BE