B2B增长的惊人经济学：新的生存门槛与制胜之道

B2B growth: The new survivalthreshold—and what it takesto thrive The 2026 Global B2B Pulse Survey finds a divide between leaders and laggards—and shows how integrating hyperpersonalization, AI, and sales accountability createsa new operating system for growth. This article is a collaborative effort by Candace Lun Plotkin, Enrique Gonzalez Campuzano, Greg Kelly, Jennifer Stanley, SteveReis, Tjark Freundt, and Victor Garcia de la Torre, representing views from McKinsey’s Growth, Marketing and Sales Practice. At a glance —B2B sales and marketing have reached a decisive moment.Insights from McKinsey’s 2026Global B2B Pulse Survey—drawing on responses from nearly 4,000 decision-makers across13 countries—show that the baseline for competing in B2B markets has shifted. —Omnichannel is no longer a differentiator—it is assumed.Buyers now use an average often channels across the purchasing journey and expect seamless movement among them;inconsistent information and lack of knowledgeable support are now leading drivers ofsupplier switching. —E-commerce powers the commercial core.Seventy-one percent of B2B companies nowoffer e-commerce; among those, roughly one-third of revenue now flows through digitalchannels, making it the most important sales channel for many companies. —A widening performance gap is emerging—driven by three reinforcing engines.Marketleaders are four times more likely to deploy true one-to-one personalization. They are alsosignificantly 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 forma new self-reinforcing operating system for sales—one that enables market leaders tocompound advantage while others struggle to keep pace. Introduction: The new B2B growth reckoning The ground is shifting under B2B sales and marketing. What once separated marketleaders from the rest of the field—digital tools, omnichannel engagement, and e-commercecapabilities—has become the threshold for survival. Those who seek to thrive in this newenvironment must adapt to deliver an entirely different level of execution—one that consistentlydelights customers through deep personalization driven by AI systems that know the customerat every step of the journey and disciplined sales management of account-based marketing(ABM) to drive sustained growth. This is not the first time B2B organizations have faced a decisive shift in buyer expectations.More than a decade ago,McKinsey researchhighlighted a major change in how businesscustomers behave: B2B buyers were beginning to act more like consumers, expecting greatertransparency, faster responses, and the ability to research and compare suppliers. Asecondinflection pointcame during the COVID-19 pandemic, when travel restrictions and remote workforced organizations to adopt new digital and self-service channels at unprecedented speed.Each of these moments reshaped the B2B landscape. Today, a similar moment is unfolding—one that cannot be explained by industry or geographybut instead is defined by a set of new behaviors that are required if sales organizations are togrow. We’ve dubbed this moment “the great expectations of B2B buyers.” It is an age in whichcustomers are more demanding than ever—and increasingly willing to switch suppliers if theirexpectations are not met. In this moment, advantage accrues only to sellers capable of deliveringoutstanding e-commerce capabilities and orchestrating the customer experience across allchannels—serving and delighting customers wherever they happen to be. These findings emerge clearly from McKinsey’s 2026 Global B2B Pulse report, which gathersinsights from nearly 4,000 B2B decision-makers across 13 countries and multiple industries.A decade into tracking buyer behavior and commercial response, this year’s data signals adecisive inflection point. Omnichannel presence and e-commerce enablement—once sourcesof differentiation—have become minimum requirements. Nearly every buyer now engagesacross in-person, remote, and digital channels, using an average of ten touchpoints along thepurchasing journey. Today’s buyers expect seamless transitions, consistent information, andimmediate access to expertise. When those expectations are not met, our research shows, theymove on. At the same time, a measurable performance divide is widening. Sixty percent of market leaders(those whose market share has grown by more than 10 percent compared with last year) reportdouble-digit revenue growth, compared with just 21 percent of laggards (whose market sharehas declined by more than 5 percent over the same period). Ninety percent of leaders reportimproved sales effectiveness, versus barely half of their peers. The organizations pulling ahead are those that have moved beyond simply tinkering with theirsales models. Instead, they are redesigning their commercial systems around three reinforcingengines of growth