Salesforce：中小企業趨勢報告（英文版）（29頁）.pdf

1、Small andMedium BusinessTrends ReportFIFTH EDITIONInsights from over 2,500 small and medium business owners and leaders worldwideSALESFORCE RESEARCH2SMB TRENDS REPORT, 5TH EDITIONFor the fifth edition of the “Small and Medium Business Trends” report, we analyzed the responses of more than 2,500 SMB

2、owners and leaders around the world to determine: How support from local communities has affected SMBs What SMBs are doing to deepen trust with customers and employees How technology helps SMBs grow What has changed for SMBs over the past year and how that impacts their futureThe survey was conducte

3、d online by The Harris Poll on behalf of Salesforce between June 21 and July 12, 2021, among 2,534 SMB owners and leaders in North America, Latin America, South America, Europe, and Asia Pacific. Respondents are 18 years of age or older, employed full time, part time, or self-employed, and owners or

4、 senior executives at businesses with 2200 employees and annual revenue of less than $1 billion U.S. or the local equivalent.*All respondents are third-party panelists (not limited to Salesforce customers). * See “Survey Demographics” and “About This Report” for further details on this study.What Yo

5、ull Find in This Report2,534 SMB owners/leaders“ 754703771306 I hope these insights on how SMBs are supported by their communities, deepening trust, and transforming operations inspire you and your own business.”Eric Bensley VP, SMB & Essentials Product MarketingSalesforceSALESFORCE RESEARCH3SMB TRE

6、NDS REPORT, 5TH EDITIONContentsExecutive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0401 | Communities and Governments Step Up for SMBs . . . . . . . . . . . . . . . . . . . . . . .

7、 . . . . . . . . 0502 | Customer and Employee Engagement Take Priority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 0803 | SMBs Embrace the Digital-First World . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1304 | SMBs Foresee Long-Term Changes fro

8、m the Pandemic. . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Survey Demographics . . . . . . . . . . .

9、 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26About This Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

10、 . . . 28SALESFORCE RESEARCH4SMB TRENDS REPORT, 5TH EDITIONExecutive SummarySMBs are pushing forward after more than a year of change. Owners and leaders have guided their businesses through an ongoing health crisis, large-scale social change, and a volatile economy. While many businesses suffered i

11、n the pandemic, others seized entrepreneurial opportunities. As we see in this years report, many SMB leaders have successfully adjusted and even flourished.In the fifth edition of the “Small and Medium Business Trends” report, we share a snapshot of SMB leaders current perceptions and insights and

12、how these have changed. Communities and Governments Step Up for SMBs Due to pandemic shutdowns, SMBs found themselves even more resource-strapped all while struggling to maintain revenue streams. Governments and local communities alike stepped up to help. Two-thirds of SMB leaders say community supp

13、ort has been important to their companys survival .0101Customer and Employee Engagement Take Priority After a period of turmoil, SMBs are looking to deepen trust. To do so, theyre focusing on providing employees with transparent communications and flexibility, while also meeting customer expectation

14、s. More than seven in 10 SMBs say their customers expect online transactions, and nearly the same proportion have an ecommerce presence .0202SMBs Embrace the Digital-First WorldIn an increasingly unpredictable world, SMB leaders are accelerating their tech investments seeking technology to help thei

15、r business survive even the most tumultuous times. More than half of growing SMBs accelerated investments in sales and customer service technology over the past year .0303SMBs Foresee Long-Term Changes from the Pandemic Many SMB leaders have rethought their strategies in order to keep their business

16、es afloat; in doing so, operations became more efficient. SMBs now plan to keep some of those changes permanently. Three-quarters of SMB leaders believe shifts theyve made to business operations over the past year will benefit them long-term .0404SALESFORCE RESEARCH5SMB TRENDS REPORT, 5TH EDITIONThe

17、 grit and innovation of SMBs during a time of great change has been a triumph. It has also been a testament to the perseverance and creativity of SMBs and the communities in which they operate. Around two-thirds of SMB leaders say government and community support have been important to their company

18、s survival. More than one in 10 go so far as to call it absolutely critical.The retail and consumer goods industries relied heavily on outside support. Over three-quarters of SMBs in these industries say government and community support have been important to their survival more than SMBs in other i

19、ndustries.Communities and Governments Step Up for SMBs 01Importance of Support to Company Survival During the PandemicImportance of Support to Companys Pandemic Survival by Industry* Includes responses of “absolutely critical,” ”very important,” and “somewhat important.” 12%25%33%of SMBs say governm

20、ent support is at least somewhat important69 %29%15%27%31%28%Absolutely criticalVery importantSomewhat importantNot important of SMBs say community support is at least somewhat important67 %Travel & hospitality79%83%Government supportCommunity support79%79%Consumer goodsRetailHealthcareManufacturing

21、 TechnologyFinancial services71%62%70%63%70%74%67%63%57%55%Professional &business servicesArchitecture, engineering, construction & real estate71%70%75%64%SALESFORCE RESEARCH6SMB TRENDS REPORT, 5TH EDITIONGovernment and community aid has helped SMBs operate under new circumstances and continue routi

22、ne actions, like purchasing supplies and paying employees. Most SMBs applied for some type of financial aid during the pandemic. Medium businesses, which often have higher operational costs, are more likely than their smaller counterparts to have done so. More than half of SMB aid applicants receive

23、d help, with small businesses more likely to have received national/federal government aid.Communities and Governments Step Up For SMBs 01Financial Aid Applied for and Received During the Pandemic* Among SMBs who applied for each.Applied forReceived*28%36%77%69%30%65%66%62%55%63%56%8%51%59%National/

24、federal government aidSmall business loansRegional government aid (i.e., state or province)Local government aidPrivate grantsI have not applied for aid 46%27%Small businessesMedium businessesTotalTotal21%15%24%12%21%16%31%25%18%16%11%39%73%65%58%59%56%* Caution: Small base size (less than 100); resu

25、lts should be interpreted as directional.SALESFORCE RESEARCH7SMB TRENDS REPORT, 5TH EDITIONSPOTLIGHT | U .S . Black- and Latinx-Led Businesses Due to systemic inequality, Black- and Latinx-led businesses have historically had less access to funding and resources. In order to survive uncertain econom

26、ic conditions, Black- and Latinx-led SMBs are somewhat more likely to have laid off or furloughed employees than white-led businesses.However, as racial inequality came to the forefront of society over the last year, there has been a move toward intentionally supporting and investing in Black- and L

27、atinx-led businesses. Over half of Black (59%) and Latinx (65%) U.S. SMB leaders say that financial support theyve received from their community has been vital to business survival.Actions Taken During the PandemicCommunity shows support for businesses facing unique challenges .SMB Leaders Who Agree

28、 Financial Support from the Community Financial Support Has Been Vital to the Survival of Their Business over the Past YearSALESFORCE RESEARCH SALESFORCE RESEARCH8SMB TRENDS REPORT, 5TH EDITIONMany SMBs made human resource changes as they adapted to changing conditions.Some SMBs were forced to reduc

29、e working hours or cut back their workforce altogether. Nearly one in five SMBs furloughed employees during the pandemic, but nearly half of those (49%) have rehired those they furloughed. Growing businesses are more likely than stagnant/declining SMBs to have done this (59% versus 43%).When it come

30、s to employee benefits, the same pattern continues. While the majority of SMBs have held their benefits steady during the pandemic, many especially stagnant/declining SMBs had to reduce perks. Customer and Employee Engagement Take Priority 02Workforce Changes During the PandemicChanges to Employee B

31、enefits During the PandemicGrowing SMBsStagnant/declining SMBsOffered flexible working arrangementsReduced employees hoursFurloughedemployeesGave employees a zero-hour scheduleLaid off employees50%38%32%38%17%21%15%13%9%15%43%35%19%14%12%TotalGrowing SMBsTotalStagnant/ declining SMBsNo changeReduced

32、Expanded58%12%29%55%19%26%61%7%32%More than two in five SMBs have provided flexible working arrangements to employees during the pandemic. Growing businesses are more likely to have offered employees flexibility, compared to stagnant/declining businesses. SALESFORCE RESEARCH9SMB TRENDS REPORT, 5TH E

33、DITIONAs the pandemic continues, employees are voicing expectations for new safety measures at work. They also expect flexible work schedules and locations.Given these employee expectations and as SMBs look to build trust after layoffs and furloughs many of them are transforming employee engagement

34、with transparent communication and empathy, and asking for feedback.Customer and Employee Engagement Take Priority 02Top 5 Employee Expectations Actions SMBs Have Taken to Earn Employee TrustFostering opportunities for collaborationCommunicating transparentlyAllowing autonomyResponding to personal n

35、eedsEnsuring company actions are consistent with stated valuesAsking for feedbackConnecting employees passions to their daily workAligning teams on the companys vision and goals51%42%40%32%30%29%27%25%Flexible schedulesMask usage at workDaily sanitation of workspaces/materialsSocial distancing at wo

36、rkThe ability to work remotely1 2345 *Connected Customer survey, Salesforce, 2021.SALESFORCE RESEARCH10SMB TRENDS REPORT, 5TH EDITIONCustomers have greater expectations than ever before. As found in Salesforces most recent Connected Customer survey:Further, according to Salesforces “State of the Con

37、nected Customer” report,83% of customers expect to engage with someone immediately when contacting a company up from 78% in 2019. SMBs have adopted new practices to meet these expectations. Nearly half (47%) are more careful about their customer communications, and 42% have expanded the ways custome

38、rs can reach them. Many remain focused on customer safety, though to a slightly lesser degree than in August 2020. Customer and Employee Engagement Take Priority 02Areas of Focus for SMBs Due to the Pandemic90% of customers say how a company acts during a crisis demonstrates its trustworthiness.* Au

39、gust 2020August 2021Safety and sanitation policies64%58%Local public health mandates59%51%Contactless services48%43%Layout of physical stores/offices to ensure social distancing43%38%None of these13%9%* Includes responses of “major challenge” and “moderate challenge.”March 2020August 2020August 2021

40、Change in ranking from August 2020-N/A-312SALESFORCE RESEARCH11SMB TRENDS REPORT, 5TH EDITIONAfter more than a year of innovation and adjustment, SMBs still face significant hurdles. From March to August 2020, a growing number of SMBs reported roadblocks to meeting customer expectations. Now, SMB le

41、aders continue to experience challenges, including personalizing customer engagements, responding quickly to inquiries, engaging customers on preferred channels, and providing a connected experience.Customer and Employee Engagement Take Priority Customer Engagement Challenges for SMBs*02 SALESFORCE

42、RESEARCH12SMB TRENDS REPORT, 5TH EDITIONIn our increasingly online and distributed world, many SMBs are embracing technology to deepen customer relationships. Ecommerce is a prime example. Most SMB leaders (71%) say their customers expect online transactions. Accordingly, the majority of SMBs (63%)

43、have an ecommerce presence including nearly one-third (31%) who added it within the past year.While interacting virtually mitigates health concerns, ecommerce introduces security concerns. In tandem with the rise of ecommerce, nearly all SMBs (90%) are focused on data security and taking action to e

44、nsure their customers information is safe. Growing SMBs are particularly focused on this (95%) and are more likely than their stagnant/declining counterparts to be taking action to secure their business online. Customer and Employee Engagement Take Priority 02SMB Ecommerce PresenceSecurity Actions T

45、aken by SMBsHave had ecommerce for more than 12 monthsAdded ecommerce within past 12 monthsPlan to add within next 12 monthsNo plans to add within next 12 monthsof SMBs have ecommerce 63 %33%14%23%31%31%Using cloud-based technology to back up and store dataUpdating applications regularlyCreating and

46、 managing strong passwords through password managersBlocking malicious sites before they target customersStoring the minimum customer information requiredStagnant/declining SMBs46%37%41%40%40%40%Using two-factor authentication43%51%37%45%34%47%36%44%35%45%36%39%Growing SMBsTotal* Among those who inc

47、reased online operations over the past year. Up to three responses accepted for this question.SALESFORCE RESEARCH13SMB TRENDS REPORT, 5TH EDITIONDespite some new restrictions on in-person interactions, communities and customers still want to support SMBs. In response, SMB leaders are prioritizing mo

48、ving their business online so they can connect with customers from the comfort of home.The majority of SMBs (83%) have at least some of their operations online; of those, nearly all (95%) moved a portion of their operations online in the past year. Safety and convenience for customers and employees

49、is driving this shift. Further, nearly three-quarters of SMBs have increased their online presence (for example, on social media, website, email, ads) over the past year.SMBs Embrace the Digital-First World03Top 5 Reasons SMBs Have Moved Operations Online over the Past Year* Increase in SMBs Online

50、Presence over the Past Yearof SMBs have increased their online presence72 %27%20%8%46%Increase productivityServe customers safelyStay competitiveCater to customer convenienceEnable safer work arrangements for employees43%37%32%30%29%SALESFORCE RESEARCH14SMB TRENDS REPORT, 5TH EDITIONIts clear that e