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March2025
Mcsey
&company
UnlockingprofitableB2BgrowththroughgenAI
GenAIcanenhanceprofitableB2Bsalesgrowth.SevenusecasesshowhowB2BleaderscanmaximizebenefitsanddrivesustainableimpactwithatailoredgenAIstrategy.
byAlexanderDierksandRichelleDeveau
withSiamakSarvariandSoniaJosephGriffin
B2Bleadersareaccustomedtousingtechnologytohelpthemachieveprofitablegrowth.Latelythey’vebeenlookingatatechnologythathas
thepotentialtoacceleratesalestransformations
acrosstheentiresellerjourney—
genAI
.GenAIcanhelp
driveoutsized,profitablegrowth
by
boostingrevenuegeneration,increasingsalesproductivity,andstreamlininginternalprocesses.Theseleadersbelievethepotentialisgreat.Accordingto
McKinsey’slatestB2BPulseSurvey
ofB2Bdecision-makers,19percentofrespondentsarealreadyimplementinggenAIusecases
forB2Bbuyingandselling,andanother23percentareintheprocessofdoingso.
That’spromising.However,theflipsideisthatmostB2BleadershaveyettoembracegenAIor
evenengagewithit.Afewleaderstellustheyareunsurewherethebenefitswouldcomefromandwhetherthebusinessimpactjustifiestheinvestment.Somefeeloverwhelmedbytheabundanceofideasandseekadviceonwhattoprioritize.
Inthisarticle,weexploresevencompellingusecasesacrossthedealcyclebyanalyzinggenAI
deploymentsandtheirimpactonsalesROIandcustomerexperience(exhibit).1Theseusecasescanimproveeffectivenessandefficiencyandstartdeliveringnear-immediateimpact.Wealsoexamineactualdeploymentsbyleadingorganizations.Finally,wesuggestkeyconsiderationsthatcanhelp
organizationsestablishagenAIimplementationstrategythatalignswiththeirgoalsanddesirestodriveprofitablegrowthinsales.
Exhibit
GenAIcanafecttheentireB2Bdealcycle.
PotentialgenAIimpactinusecasesacrossB2Bdealcycle,nonexhaustive
AwarenessandoutreachEngagementandacquisitionSuccessandgrowth
Il
Next-best
opportunity
GenAIcan
gatherinsightsandintelligence;AIcanidentify,enrich,and
prioritizeleadsacrossaccountsandproducts
Next-bestaction
AI-andgen-
AI-powered
personalizationcandeterminenext-beststepfornurturing
andclosingaprioritizedlead
Meeting
Proposal
Smartpricing
Smartresearch
support
responder
AIcan
assistant
GenAIcan
GenAIcan
determine
AIagentscan
supportsellers
createand
optimalpricing
helpsellers
before,during,
iterateanswers
basedon
facilitate
andafter
torequests
willingnessto
researchand
meetings,
forproposals,
payand
improve
including
freeingup
propensityto
customer
withrapid
sellers’timefor
buy;genAIcan
interactions
preparation
othertasks
assistwith
usingmost
negotiation
relevantinsights
support
SmartcoachGenAIand
otherAItoolscananalyzecustomer
interactions,determine
performanceneeds,and
ofertailoredcoachingtosellers
McKinsey&Company
1GenAIismostoftendeployedincombinationwithanalyticalAIandmachinelearning(aswellasotherbroaderAIcapabilities),
oftenstrengtheningthem.Inthisarticle,weuse“AI”torefertothefullsetofAIcapabilitiesincludinggenAI.Weuse“genAI”whenreferringonlytothatspecificsubsetofAI.
UnlockingprofitableB2BgrowththroughgenAI2
UnlockingprofitableB2BgrowththroughgenAI3
Chapter
1.Next-bestopportunity
B2Bsellersoftenstrugglewithoversimplifiedrules,manualcustomerresearch,alackofdata
integration,orinadequatetrainingonsalestools.AIcanhelpleadthemtotheir“next-best
opportunity.”Itcanprocessmultipledisparatedatasourcestoprioritizepossibilities.GenAIcanparsesignificantamountsofunstructureddata(forexample,PDFs,flatfiles,orphotographs)
toprovideadvancedrecommendationsandinstructions.GenAIcanalsosynthesizerelevant
informationaboutleadsontoaconsolidatedbattlecard,allowingsellerstochasetheirnext-bestopportunitybasedonclear,criticalinformation.
Thisusecasecansignificantlyacceleratethetime-consumingprocessofconductingaccount
research,mappingrelationships,andidentifyingadditionalstakeholders.GenAImodulescanbe
trainedtoanswerquestionsbyminingavarietyofsources,suchasnewsarticles,companyreports,andtransactiondata.Theresultingoutputscanbeintegrateddirectlyintoacompany’scustomer
relationshipmanagement(CRM)tohelpsellersprioritizecustomersandopportunities.
Businessesthatdealwithalargenumberofproductsandleadsaremostexcitedaboutthis
usecase.In
theB2BPulseSurvey
,B2Bcommercialleadersinconstructionmaterials,shipping,chemicals,orpetrochemicalscompanies—whereleadsareoftengeneratedandmanaged
manually—weredisproportionatelymoreenthusiasticaboutthisusecasecomparedwithothers.2
CASESTUDY
GenAIinthefield:
Superchargingoutreach
Adistributorofindustrialmaterials
waslookingtoboostgrowthbutfacedchallengesidentifyingandactingon
opportunities.Theprocesscouldbecumbersomeandtime-intensive.For
example,fieldsellerswoulddriveavehiclearoundacityortowntovisuallyidentify
newconstructionprojectlocations.To
addresstheissue,thecompanyfirst
builtanAIenginethatusedbothinternalandexternaldatasourcestoscore
andprioritizeexistingopportunities,
andtoidentifytargetedproduct
recommendations.ItthenusedgenAItoextractinsightsaboutupcomingcapital
projectsfromunstructuredpublicdata(inthiscase,constructionpermits),identifyingnewopportunitiesandimproving
prioritizationonexistingones.Finally,it
leveragedgenAItopersonalizeoutreachatscale.Thisresultedinmorethan$1billion
worthofnewopportunities(increasing
theirpipelineby10percent),andmorethandoublingclick-throughratesinthefirst
fiscalyear.
WithoutAI
WithAI
Various,disconnectedopportunitylists(e.g.inconsistent
informationinspreadsheetsandaCRMsystem,orparallellistsbetweennewandexistingcustomers)
Prioritizedlistofcustomer-specificrecommendations,helpingsellerstargettherightopportunitiesbyintegratingexternalandinternaldata
Limitedornoguidanceonwheretobeginwithopportunities
Prescriptiverankingofnextbestopportunitiesinformedbyinteractionhistory
Unclearpropensityscores(whichevaluatesthelikelihoodacustomerwilltakeaction),wherenumbersoropportunityrankingsaredisplayedwithoutexplanations
Clearexplanationofrankingmethodologytosupportsellerdiscussions
2McKinseyGlobalB2BPulseSurvey,April3–24,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI4
Chapter
2.Next-bestaction
Evenwhenopportunitiesareprioritizedbasedonengagementandintentdata,somesales
organizationsstruggletoknowwhatstepsareneededtotakeadvantageofopportunitiesthatrequireimmediateengagement.
GenAIandmachinelearningcanimproveguidancetosellersonthe“next-bestaction”totake,
suchaswhethertoplacealeadinalow-engagementnurturingsegmentforalatermonthorinthequeueforatop-prioritymarketingcampaign.GenAIcanalsocategorizeleadsbychannelactions,suchasidentifyingwhotoinvitetoawebinarorwhomaybenefitfromimmediateone-to-one
interaction.GenAIcanevenpersonalizeoutreach,suchassuggestingemailorvoicemailscriptsbasedonchurnrisk.
IntheB2BPulseSurvey,next-bestactionstandsoutasoneofthemostexcitingusecasesin
industriessuchastechservices,durableequipment,andinsurance,wheresellersarefacedwitharelativelylargesetofoptionstoexpandaccountsandadvanceopportunities.3
CASESTUDY
GenAIinthefield:
Acceleratingaftermarketandservicessales
Aleadingenterpriseequipment
manufacturerwantedtoaccelerateits
aftermarketandservicessales.The
companysmainchallengeswereareactive
salesforce,ahighlyfragmentedcustomerbase,significantchurn,andlowvisibility
oninstallationsatcustomersites.Aftera
fewmonthsofdevelopment,theOEMwasabletodeployalead-generationenginetocleanupsalesdata,feedaliveaftermarketdatabase,andbuildanalyticstogenerateopportunities.Thealgorithmsidentified
thenext-bestactionforthecompanybypredictingmaintenanceschedules.
Sellersreceivedprioritizedlistsofleads
embeddedintheirCRM,categorizedby
upsellingorcross-sellingopportunities
withanestimateddealvalue.Avirtualsalesassistanttheninitiatedcustomercontact
throughhyper-personalizedemails,
filteringresponsestopasshotleadsbacktosellers.Overall,theOEMincreaseditspipelinefromnewandexistingcustomersbymorethan20percentoftotalrevenue.
WithoutAI
WithAI
Overwhelmingandlonglistsoftaskswithoutclearurgencyforoutreach
Clearprescriptiveguidance(e.g.,prioritizedtasks,nextstepsforeachaccount)
Lackofinstructionsforsellersormarketersonwhatactionstotake
Categorizationandprioritizationofactionsbasedonrecommendation
Limitedguidanceonwhichchannelsaremostappropriateforengagement
Personalizedoutreachtailoredtospecificchannels
3McKinseyGlobalB2BPulseSurvey,April324,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI5
Chapter
3.Meetingsupport
Sincesellersstrugglewithlotsofcomplexinformation,preparingforkeyclientmeetingscanbeatime-intensiveprocess.GenAIandothertypesofautomationcansavesellerstimeandimprove
conversations.Thetechnologiescansynthesizecriticalinformationfrommultiplesources(suchasserviceticketsortransactiondata)andproviderelevantinsightsinaneasy-to-consumeformat.Alargelanguagemodel(LLM)canevendrafttalkingpointsandresponsestoobjectionsformore
efficientpreparationwithoutsacrificingconversationquality.
Meetingsupportdoesnothavetotakealongtimetodeploy.Therearereadilyavailablegen-AI-
enabledtoolsthatarerelativelyindustry-agnostic,canreferencemeaningfulsourcesacrossawidearrayofindustries,andcanbecustomizedeasilywithoff-the-shelfsolutions.
Themeetingsupportusecasetendstogeneratethemostexcitementamongindustrieswithlongsalescycles,numerousmeetings,andlargedealvalues,wherethesavingsonadministrative
timecanbesignificant.Forexample,morethan40percentofB2BPulseSurveyrespondentsinaerospaceanddefense,oilandgasrefining,andenergydistributionindicatedtheyareexcitedaboutthisusecase.4
targets.Forexample,only20percentof
itssellers’timewasspentinmeetings
withcustomers(whereassuccessfulB2Bsalesteamsinothercompaniesacrossallindustriescanspendathirdtohalfoftheirtimewithcustomers).Todecreasemeetingpreparationtime,thiscompanyusedAItoprioritizekeyopportunitiesandgenAIto
generateresearchmaterialsandscripts,
aswellashandlestraightforwardcustomeroutreach.AgenAItooltocraftmeeting
prepnoteswasdevelopedinsevenweeks,
CASESTUDY
GenAIinthefield:Drivingsalesproductivity
Materialsindustriesareoftencomplex,
withahighvolumeofproductsandproductapplications.Successfulsellersneeda
deepunderstandingofthemarket,and
preparingformeetingscanbeanoneroustask.Onematerialscompanyfaced
challengesinreachingambitiousgrowth
reflectinginputfrommorethan30sellersandintegratingmorethan20datasources.Thegen-AI-producedmeetingnotes
includedasummaryoffinancials,strategicgoals,historicsalesdata,insightsand
actionsfrompastmeetings,asummaryofknowncustomerpreferencesand
requirements,andinformationaboutkeystakeholders.Theresultwasmorethan
10percentoftimefreedupforthetargetsellergroup.
WithoutAI
WithAI
Time-intensive,manualpreparationforcustomerinteractions
Pre-draftedsalessupportcollateral(includingtalkingpoints,interactionobjectives,andobjection-handlingresponses)
Unconnectedplatformswithsilosofcustomerinformation
Synthesizedinformationfrommultiplesources(e.g.,conciseinsightsfromreal-timepublicinformation,consolidated
updatesfromasuiteofinternalcontent)
Unstructuredassociationofkeyfactorscontributingtoimprovedoutcomesfromameeting
Continuousimprovementoftooloutputbasedonengagementandwinrateoutcomes
4McKinseyGlobalB2BPulseSurvey,April3–24,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI6
Chapter
4.Requestforproposalresponses
Respondingtorequestsforproposals(RFPs)canbeatimesink.ButgenAIcanimprovethe
efficiencyandaccuracyofRFPresponses,reduceresponsetimes,andmanageinternaltracking.GenAIhelpsdriveconsistencyandimprovethecustomerexperienceasmultiplefunctionalteamsgiveinputonhowtorespondtoanRFP.
Thisusecaseisexcitingforleadersacrossawidevarietyofindustries,withparticularinterestfromlifesciencescompanies,whichfrequentlyhandlehighlycomplex,regulated,anddata-intensive
RFPresponsesthatnormallyrequireextensivemanualeffortstoaddress.Roughly40percentofbiopharmaceuticalleadersand30percentofhealthcareleadersrespondingtotheB2BPulse
Surveywereextremelyexcitedaboutthepotentialforagen-AI-enabledRFPresponder.5
CASESTUDY
GenAIinthefield:
Streamliningresponses
Ahealthcaremanagedcareorganization
(MCO)transformedhowitrespondedto
RFPsbyadoptinggenAI.Whiledoing
researchtodraftresponses,itssalesteamsfrequentlyhadtosiftthroughhundredsofdocuments,eachwiththousandsofpages.InanindustrywhereanRFPmayonly
beissuedonceeverythreetofouryears
foreachmarket,thestakeswerehigh.
Intensecompetitiondemandedresponsesthathighlightedfinancialrobustnessand
specificcapabilitiesthatoutshonethoseof
competitors.Anymisstepcould
resultinalostcontractworthbillionsofdollarsannually.
TheintroductionofagenAItool
markedaparadigmshift.Byfeeding
genAIwithunstructureddatafromtheMCOshistoricalresponsesalong
withinformationfrompubliclyavailable
contractrecordsthesalesteamcould
generatecompetitiveintelligenceinmereseconds.Thistoolprovidedinstantaccesstorelevantinnovationsandcompetitor
benchmarks,enablingmorestrategicandinformeddecision-makingduringthedraftingprocess.Forexample,the
genAItoolcouldinstantlysynthesize
customerexpectationsofresponsetimestoprovidervoicemails,call-centerhours
ofoperation,andthetimetakentosecurepriorauthorization,criticaldetailsthat
previouslyrequiredextensivemanual
research.Sincetheintroductionofthetool,theMCOwasabletocutthetimerequiredtoassesscompetitorscapabilitiesby
60to80percent.Theinsightsgeneratedstrengtheneditsproposalinresponse
toacompetitiveRFP.Thetoolenabled
increasedefficiencyandbolsteredthe
MCOscompetitiveedgeinaninformation-richindustrywhereeveryRFPcounts.
WithoutAI
WithAI
Time-intensiveRFPresponseprocesses
FasterturnaroundtimesandImprovedaccuracyinRFPresponsedetails
InconsistentanswersforB2Bcustomerswithavarietyofinputsacrosstheorgandprocess
Consistentorganization-widebrandingandguardrailswhencompilingRFPresponsesacrossstakeholders
Manualresponsestoavarietyofunstructuredandvariablequestions
TailoredresponsesthatanswerspecificpointswithinanRFP
5McKinseyGlobalB2BPulseSurvey,April324,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI7
Chapter
5.Smartpricing
TheimpactofAIonpricingcanbehuge.ManyB2Bindustriesrelypredominantlyonbasicanalyticsandcommercialacumenofthesalesteam.AIcreatestheopportunityforsignificantinnovation.It
allowsB2Bplayerstotailormodelsthathavemostlybeenusedonlyinhigh-pacedB2Cindustries
(forinstance,onlineretail).Theresultisnewopportunitiesforfirstmoversandnewrisksforlaggards.
ThereareseveralpredominantapplicationsofAIandgenAIforsmartpricing.OneisinAI-ledprice
setting,inwhichthemicrosegmentationofcustomersallowsforanassessmentofcustomers
willingnesstopayandtobuyatagivenpricepoint.Additionalapplicationsincludegen-AI-enabled
negotiationsupportandpricingadministration.CompanieshavestartedtousegenAItoanalyze
publiclyavailabledataandinteractionswithcustomersandtracktheeffectivenessandperformanceofnegotiations,aswellascreatetailoredarguments.Thisalsoequipssellerswithascoreand
rationaleforhowmuchnegotiationpowertheyhave.GenAIisalsoprovingeffectiveintheuseofautomationinpriceadministration,includingsystemupdatesandapprovalworkflows.
IntheB2BPulseSurvey,smartpricingwasprioritizedbyrespondentsinindustrieswherepricinghasasignificantimpactonprofitability,andproductshavelessdifferentiationandvariability(forexample,paperandpackaging,energydistribution,andshipping).6
CASESTUDY
GenAIinthefield:Dynamicdealscoring
ManyB2Borganizationslistfortheir
customerspricesthatarelaterdiscountedinnegotiationstoclosedeals.Thisleads
toawidevarianceinactualfinalprices.
Somevariancemakessense,butdiscountsfromdifferencesinsalesrepnegotiation
skillsorsaleshistory,forexample,maybeunnecessary.
OneB2Bservicescompanyaimedtoreininitsdiscountvarianceandtightenitspricing
model.UsinganAItool,itcreatedapricingstructurebasedonhundredsofcustomeranddealparameterswithseparatemodelsfornewdealsandrenewals.Thiswas
packagedforthesalesteaminanintuitiveappwheretheirdealswereanalyzedand
scored,providingthemwitharangeof
desirablediscountingoptions.This,inturn,fedintoanapprovalworkflowintheCRM,givinginstantvisibilityintohowgooda
dealreallywas.Finally,theinsightsfrom
theAImodelwereusedtotrainthesales
teams.Thoseinsightsrevealedwhatdrovewantedandunwanteddiscountvariance,equippingsalesteamswithguidanceon
wheretoholdtheirgroundorwheretogiveinduringnegotiations.
AsaresultofusingAIforsmartpricing,
thecompanysawa10percentupliftin
earnings.Notably,thepricingsolutionwasnotsolelyaboutincreasingprice.Rather,
itfocusedonoptimization,guidingteams
towardhigherpriceswherepossiblewhileallowingforlowerpriceswherenecessary.Thiskindofnuanceallowscompaniesto
actively
steerpricingtowardtheirstrategic
objectives
,whetherthatsmargin,volume,orabalancedcombination.
WithoutAI
WithAI
Inconsistentdiscountingheavilyinfluencedbyasellersgutfeeling
Dealscoringbasedontransactiondataanddealcharacteristics
Manualpricingcalculationsandindividualspreadsheets
Seamlessintegrationofpricingoptionsandscenariosintosellertoolsandworkflows
Opaqueandtime-consumingapprovalprocess
Clearlinkofquoteapprovalsandsellerperformancetotargets
6McKinseyGlobalB2BPulseSurvey,April324,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI8
Chapter
6.Smartresearchassistant
High-performingB2Bsellersspendconsiderabletimeresearchingcustomers,prospects,and
products.Pullingtogetherinsightsfromcorporatewebsites,annualreports,andearningscalls,
aswellasemailsandinternaldata,takessignificanttime.Thiscanbeespeciallycumbersomefor
sellerswhoaretryingtoengageacustomeronalivecallwhilestrugglingtoquicklylocate,digest,
andsynthesizerelevantinformation.ThiscustomerinteractionhasbeentransformedbygenAI,
whichcanassistsellerswithquickfact-findingduringcalls.Asaresult,sellersaresharperandmoreinsightful,whichimprovestheoverallexperience.
RespondentstotheB2BPulseSurveyshowedthehighestaverageinterestinthesmartresearchassistantusecase,with27percentsayingtheywereexcitedaboutitsprospects.7
teninternalandexternaldatasources
tomapouttheuniverseofexistingand
potentialnewcustomers,prioritizedby
shareofwalletandaccountpotential.ThecompanyalsousedanAIagenttohelpitarticulatethevaluepropositionforeachlead,includinghowitfaredcompared
withcompetitorsacrosscrucialbuyingfactors.Thistechenablementequippedthecompanywithmorerobustresearch,allowingacommercialorganization
CASESTUDY
GenAIinthefield:Drivingsellerproductivity
Astagnatingglobalindustrialscompanywaslookingtoreigniteprofitablegrowthandproductivityinavolatilemarket
environment.ItdevelopedanAI-enabledgrowthenginetohelpwithmarket
research.Thetoolcombinedmorethan
totransitionfromitstraditionalfocus
on“farming”businessamongknown
customerstoincreasingly“hunting”
fortrulynewopportunitiesinproduct
applicationsneverbeforeimagined.Thisledto40percenthigherconversionratesand30percentfasterleadexecutionbythesalesteamoncethesolutionwasfullyimplementedoverafewmonths.
WithoutAI
WithAI
Time-intensiveresearchtolocateinformation
Acceleratedfact-findingacrossmultiplesources
Conflictingresourceswithnosinglesourceoftruth
Factssupportedbylinkedreferences,boostingsellerconfidence
Poorcustomerbuyingexperience
Fewerredundantconversationsforbuyers
7McKinseyGlobalB2BPulseSurvey,April3–24,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI9
Chapter
7.Smartcoach
GiventhelengthandcomplexityofsomeB2Bsalesprocessesanddealcycles,it’soften
challengingforsalesmanagersandleaderstoeffectivelybenchmarksellerperformance.GenAIcananalyzesellerperformanceacrossallcustomerinteractionstoprovidemanagerswitha
comprehensiveviewofperformanceandrecommendtargetedcoachingbasedonseller-specificneeds.Itcanalsoprovidepersonalizedperformanceinsightsdirectlytosellerstoallowfor
personaldevelopmentandgrowth.
B2BPulseSurveyrespondentsinserviceindustriesthatuserelativelyconsistentsalespitchesarethemosteagertohelptheirsellerswithgen-AI-enabledsmartcoaches.Forexample,35percentofleadersintheB2Binsurancespaceindicatedtheyareenthusiasticaboutthesmartcoachusecase.8
ItdevelopedagenAIsolutiontoassess
sellerperformanceandfedtheinsights
intoacoachingengine.Thetoolwas
trainedoncalltranscriptstiedtosales
andsatisfactionoutcomes.ItusedgenAI
toanalyzethecallstructureandidentify
competencemarkerssuchasempathy
thathelpexplainstrongperformance.
Theinsightswerethenusedtoprovide
coachingsuggestionstocall-centeragents
CASESTUDY
GenAIinthefield:
Improvingcall-centersales
Atelecomcompanyaimedtoimprove
customersatisfactionandsales
performanceinitscallcenter,where
pitchingspecificoffersconsistentlyduringeveryservicecallwasacriticalmetric.
aftereachcallandwereincorporated
intolonger-termcoachingprograms
tailoredforeachagent.Thispersonalizedcapability-buildingledtoaseven-point
increaseincustomersatisfactionscore(ametricthatmeasureshowlikelycustomersaretorecommendacompany’sproductsorservicestoothers)anda20percent
reductionintrainingcosts.
WithoutAI
WithAI
Assessingskillsandcoachingrepsisdifficultwhenmanagerscanonlyobserveperformancesporadically
Performanceinsightsareeffectivelybasedonallcalls,providingarichfactbaseforcoaching
Managerfeedbacklacksspecificityandfrequency,andsalestrainingsaregeneric
Feedbackisspecificandtimely,andtrainingsarepersonalized,allbasedonwhatdrivesbusinessoutcomes
Launchesareslowedbysellerlearningcurvesandteamproductivityislow
Sharpperformanceinsightsandtailoredcoachingacceleratesellerreadinessanddriveproductivity
8McKinseyGlobalB2BPulseSurvey,April3–24,2024;n=3,942B2Bdecision-makersacross34sectorsineightmajorindustriesin13countries.
UnlockingprofitableB2BgrowththroughgenAI10
ThesesevencasestudiesrevealthepotentialofgenAItotransformtheend-to-endsalesjourney.Industryleadersareexcitedabouttheseusecases,buttheyareevenmoreinterestedinthenextwaveofinnovation,agenticAI.Withlimitedhumanintervention,agentscanreason,interpret,andmakeautonomousdecisionsforanactivityorworkflow.Considernext-best-actionusecases:
AgenticAIwillnotonlyidentifyspecificactions
(suchasclassifyingaleadasmediumpriority,
requiringonetotwowarm-upoutreachemails)butwillactuallyexecutetheactionbyautomaticallyreachingouttoaprospect,evaluatingtheirinterest,andrespondingback(forexample,bysendingamessagethatreads,“Wenoticedyouwereinterestedinaspecificproduct,sowewantedtoprovidemoredetail”).AIagentscanalsonurturearelationshipwithasalesprospectthroughmultiple
communicationsaboutpotentialactions,suchassettingupameetingbetweenthecustomerandseller.AIagentsaresopowerfulthattheyhavethepotentialtobringallthesevenusecasestothenextlevel.
FivekeylessonsfordeployinggenAIinB2Bsales
ThesevencasestudiesillustratehowcompaniescanleverageAItofundamentallyrewiretheir
salescapabilityforoutsize,profitablegrowth.EffectivedeploymentofgenAIiscrucialforsuccess.Whetherstartingtheirfirstpilotorscalinginitialefforts,anycompanylookingtoachievelasting
changeacrosstheirsalesorganizationshouldconsiderthesefivelessons.
Startwiththeproblem,notthetechnology
ThedecisiontousegenAIoranyothertechnologyshouldbeguidedbyspecificbusiness
considerations.ForB2Bsales,theprimaryconsiderationsh
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