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1、June 2026Growth,Marketing and Sales PracticeThe surprising economics of B2B growth:The new survival thresholdand what it takes to thriveThe 2026 Global B2B Pulse Survey finds a divide between leaders and laggards and shows how integrating hyperpersonalization,AI,and sales accountability creates a ne

2、w operating system for growth.This article is a collaborative effort by Candace Lun Plotkin,Enrique Gonzalez Campuzano,Greg Kelly,Jennifer Stanley,Steve Reis,Tjark Freundt,and Victor Garcia de la Torre,representing views from McKinseys Growth,Marketing and Sales Practice.At a glance B2B sales and ma

3、rketing have reached a decisive moment.Insights from McKinseys 2026 Global B2B Pulse Surveydrawing on responses from nearly 4,000 decision-makers across 13 countriesshow that the baseline for competing in B2B markets has shifted.Omnichannel is no longer a differentiatorit is assumed.Buyers now use a

4、n average of ten channels across the purchasing journey and expect seamless movement among them;inconsistent information and lack of knowledgeable support are now leading drivers of supplier switching.E-commerce powers the commercial core.Seventy-one percent of B2B companies now offer e-commerce;amo

5、ng those,roughly one-third of revenue now flows through digital channels,making it the most important sales channel for many companies.A widening performance gap is emergingdriven by three reinforcing engines.Market leaders are four times more likely to deploy true one-to-one personalization.They ar

6、e also significantly further ahead in deploying AI into commercial workflows and in using sales-led,account-based marketing governance.Together,hyperpersonalization,scaled AI,and disciplined commercial governance form a new self-reinforcing operating system for salesone that enables market leaders t