艾德曼洞察-2022年B2B思维领导力影响报告（英）-2022.12-29正式版

2022B2BThoughtLeadershipImpactReportBreakingThroughtoBuyersinEconomicUncertainty2022 B2B THOUGHT LEADERSHIP IMPACT REPORTExecutiveSummaryThisstudyisthefifthannualcollaborationbetweenEdelmanandLinkedInexamininghowthoughtleadershipinfluencesbuyingbehaviorsamongB2Bdecision-makersandC-suiteexecutives.

2Ourpreviousresearchconfirmedthefull-funnel,business-generatingimpactofstrongthoughtleadership–andthetangiblerisksofpublishinglow-qualitycontent.Pleaseviewour2017-2018,2019,2020and2021reports.Aswefaceapotentialeconomicdownturn,thisyear’sresearchrevealsthathigh-qualitythoughtleadershipwillbemoreimportantthaneverfororganizationsseekingtobreakthroughwithdecision-makersatcurrentandprospectiveclients.ItalsoidentifieswhatB2Bdecision-makersandC-suiteexecutivesexpectfromthoughtleadershipduringthistime.We’vegatheredinsightsfromnearly3,500management-levelprofessionalstohelpmarketers,communicatorsandsalespeopleunderstandthevalueandroleofthoughtleadershipamidtimesofgreatuncertainty.Thefindingsshedlightonhowyourorganizationcanrefreshandimprovethewayitapproachesanddeliversthoughtleadership–ultimatelygivingyouthetoolsyouneedtopositionyourproductsandservicesascrucialtoyourcustomers’successduringatimeofincreasedscrutiny.JoeKingsburyDavidBersoffTusarBarikTequiaBurtEdelmanEdelmanTrustLinkedInLinkedInInstituteJamieMontoyaTeresaBalistreriEdelmanEdelman2022B2BTHOUGHTLEADERSHIPIMPACTREPORT3KeyLearnings

12345

MostB2Bcompaniesareplanningforaneconomicdownturnin2023.Thatmeansit’sgoingtobemorechallengingthaneverforsupplierstogettheattentionofdecision-makersandsuccessfullypasstheprocurementprocess.Ifadownturndoesmaterialize,thoseproductsandservicesdeemednon-criticalwilllikelybefirstonthechoppingblock.Sellersnavigatingastricterprocurementprocesscannotjust“meetthebrief”andexpectsuccess.Instead,theymustprovetheycanhelpprospectivecustomerssucceed,evenduringtoughtimes.Thoughtleadershipisoneofthemosteffectivetoolsanorganizationcanusetodemonstrateitsvaluetocustomersduringatougheconomy–evenmoresothantraditionaladvertisingorproductmarketing,accordingtoB2Bbuyers.Decision-makersexpecthigh-qualitythoughtleadershiptoofferastrong,data-backedpointofviewonhowtosucceedduringadownturn.Andtheyreportitcanmakeadifferenceinwinningtheirbusiness.Producersofthoughtleadershiphavehighexpectationsforitsabilitytosupporttheirbusinessduringadownturn.Yet,manyhavelowconfidenceinitsquality.ThisperiodofunpredictabilityoffersanopportunityforB2Bcompaniestoimprovethewaytheydeliverthoughtleadershipandmeasureitsimpact.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT4TerminologyThoughtLeadershipThoughtleadershipreferstocontentthatoffersexpertise,guidanceorauniquepointofviewonatopicorinafield.Itincludescontentlikethoughtpieces,essays,videos,webinars,livepresentations,PowerPointslides,andresearchreportsthatorganizationsmakeavailabletothepublicforfree(orinreturnforregisteringorgivingcontactinformation).Inthiscontext,“thoughtleadership”doesnotincludecontentthatisprimarilyfocusedondescribinganorganization’sproductsorservicesorthoughtleadershipthatyoupaytoreceive—suchasclientdeliverables,subscriptionservices,orreportsthatmustbepurchased.

AudiencesinthisReportB2BDecision-MakersCompanyexecutiveswhoconsumethoughtleadershipandareinvolvedinmakingfinaldecisionsontheircompany’schoiceofprofessionalserviceprovidersorproducts.C-SuiteExecutivesCompanyowners,partnersandfounderswithcompleteorpartialownershipofacompany,orC-SuiteLevelexecutiveswithresponsibilityforabusinessfunction.2022 B2B THOUGHT LEADERSHIP IMPACT REPORTAbouttheStudySurveyRespondents&MethodologyTohelpB2Bcompaniesunderstandtheimpactofthoughtleadership,EdelmanandLinkedInsurveyed3,449globalbusinessexecutivesacrossawiderangeofindustriesandcompanysizes.2%6%7%39%Manager46%40%11%SeniorityDirectorCompany1-200VP201-1000LevelCXOSize1001+PartnerOwner34%14%

5DataCollectionOnline,usingtheLinkedInplatformtosurveyLinkedInmembersMarketsSurveyedUnitedStates,Canada,UnitedKingdom,Singapore,Australia,India(allsurveyedinEnglish)FieldingDatesNovember2022SurveyLength10minutesMarginofError+/-1.67%2022 B2B THOUGHT LEADERSHIP IMPACT REPORT1MostB2Bcompaniesareplanningforaneconomicdownturnin2023.Thatmeansit’sgoingtobemorechallengingthaneverforsupplierstogettheattentionofdecision-makersandsuccessfullypasstheprocurementprocess.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT7B2Bcompaniesarealreadypreparingforstormytimesahead.

62%ofC-suiteexecutivessaytheirorganizationisplanningforfiscalyear2023assumingtherewillbeaperiodofeconomicdownturn.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q8_fiscal_2023:Inthinkingaboutfinancialplanningwithinyourorganizationfortheyearahead,howmuchdoyouagreeordisagreewiththesestatements?Myorganization’splanningforafiscalyear2023assumeswewillbeinaperiodofeconomicdownturn.5-pointscale,top2box,agree.C-suiteexecutives,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORTItwillbeharderthanevertobreakthroughandwinbusiness.

8ofC-suiteexecutivessaythattheirorganization’sprocurementprocesshasbeenmadetougherormorerigorousinanticipationofchallenging64%economictimesahead.44%ofdecision-makerssaythattheywillbepersonallylessreceptivetosalescallsandmarketingoutreachifthereisaneconomicdownturnSource:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q8_fiscal_2023:Inthinkingaboutfinancialplanningwithinyourorganizationfortheyearahead,howmuchdoyouagreeordisagreewiththesestatements?Myorganization’sprocurementprocesshasbeenmadetougherormorerigorousinanticipationofchallengingeconomictimesahead.5-pointscale,top2box,agree.C-suiteexecutives,6countryaverage.q9_procurement:Ifthereisaneconomicdownturn,how(ifatall)doyouanticipatethataffectingyourcompany’sprocurementprocess?Chooseallthatapply.Iwillbepersonallylessreceptivetosalescallsandmarketingoutreach.Decision-makers,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT2Ifadownturndoesmaterialize,productsandservicesdeemednon-criticalwilllikelybefirstonthechoppingblock.Sellersnavigatingastricterprocurementprocesscannotjust“meetthebrief”andexpectsuccess.Instead,theymustprovetheyareessentialtohelpingprospectivecustomerssucceed,evenduringtoughtimes.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT10Someproductsandserviceswillremaincriticaltocustomers’businessoperations–theirvaluewillnotbeinquestion.Allotherswillneedtoprovetheyareworththeinvestment.

55%55%ofdecision-makerssaythatasbudgetsarecut,productsandservicesdeemednice-to-havesratherthanmust-haveswillbewhereanynecessaryspendingreductionscomefrom.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q9_procurement:Ifthereisaneconomicdownturn,how(ifatall)doyouanticipatethataffectingyourcompany’sprocurementprocess?Chooseallthatapply.Dataispercentagewhoselectedthisresponse:Budgetswillbecutandproductsandservicesdeemedtobenice-to-havesratherthanmust-haveswillbewhereanynecessaryspendingreductionswillcomefrom.Decision-makers,6countryaverage.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT11Despitethisreality,thereisgoodnews.91 ofdecision-makerssaythatnon-criticalproviderscanstilltakeactionstoincreasetheirchancesof%survivingamorecutthroatenvironment.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q11_nice2have:Duringaneconomicdownturn,ifacompanydoesnotofferproductsorservicesthatarecrucialtoyourbasicbusinessoperations,whatcanitdemonstrateorprovethatwillincreaseitschancesofpassingyourorganization’sprocurementvettingprocess?Chooseallthatapply.Dataispercentagethatselectedresponsesotherthan:Nothingisgoingtobeeffectiveingettingnon-mission-criticalproductsandservicesthroughourprocurementvettingduringaneconomicdownturn.Decision-makers,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORTNon-businesscriticalproviderscanincreasetheirchancesofwinningbusinessby:

12Provingtheywillincreaseaprospect’sprofitmarginsorminimizelosses(54%)Demonstratingtheycanincreasethelikelihoodthataprospect’scustomers/clientswillcontinuedoingbusinesswiththeminadownturn(51%)Showingtheycanhelpaprospectoutperform,ortakemarketsharefrom,itscompetitors(51%)Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q11_nice2have:Duringaneconomicdownturn,ifacompanydoesnotofferproductsorservicesthatarecrucialtoyourbasicbusinessoperations,whatcanitdemonstrateorprovethatwillincreaseitschancesofpassingyourorganization’sprocurementvettingprocess?Chooseallthatapply.Dataispercentageofrespondentswhoselectedtheindicatedresponse.Decision-makers,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT3Thoughtleadershipisoneofthemosteffectivetoolsanorganizationcanusetodemonstrateitsvaluetocustomersduringatougheconomy–evenmoresothantraditionaladvertisingorproductmarketing,accordingtoB2Bbuyers.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT14InB2Bmarketing,it’swellknownthatnothingmatchesthevalueofadirectreferral.

90Ofdecision-makerssaythatreferralsfrompeopletheyknowandrespectwillbe%moderately,veryorextremelyeffectiveinearningtheirattentionandpurchaseconsiderationSource:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q10_attention:Duringchallengingeconomictimes,ifanorganizationdoesnotalreadyhaveanongoingrelationshipwithyourcompany,howeffectivewouldeachofthefollowingbeinearningyourattentionandpotentiallyyourpurchaseconsideration?Referralsfrompeopleyouknowandrespect.Dataispercentagewhochose“moderatelyeffective,”“veryeffective,”or“extremelyeffective.”Decision-makers,6countryaverage.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT15Amongthemanyothertacticsinamarketer’stoolbox,thoughtleadershipemergesasthemosteffectiveindemonstratingaprovider’spotentialvalue.61%ofdecision-makerssaythatanorganization’sthoughtleadershipcanbemoderatelyoralotmoreeffectiveatdemonstratingthepotentialvalueofitsproducts/servicescomparedtotraditional61product-orientedmarketing.%Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q12_tl_effect:Howeffectivedoyouthinkanorganization’sthoughtleadershipcanbeatprovingordemonstratingthepotentialvalueofitsproducts/servicescomparedtotraditionalproduct-orientedmarketingsuchasadvertising,productsheets,andcapabilitiespresentationsduringaneconomicdownturn?5-pointscale,top2box,effective.Decision-makers,6countryaverage.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT16Thoughtleadershipcouldbeevenmorepowerfulinaneconomicdownturn.

50%ofC-suiteexecutivessaythathigh-qualitythoughtleadershiphasmoreimpactontheirpurchasedecision-makingduringeconomicdownturnsthanwhentimesaregood.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q7_premium1:Howmuchdoyouagreeordisagreewiththesestatements?5-pointscale,top2,agree.C-suiteexecutives,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT4Decision-makersexpecthigh-qualitythoughtleadershiptoofferastrong,data-backedpointofviewonhowtosucceedduringadownturn.And,theyreportitcanmakeadifferenceinwinningtheirbusiness.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT 1855%55%ofdecision-makerssaythatduringaneconomicdownturn,itismoreimportantthaneverforsupplierswhodonotofferproducts/servicesthatareessentialtooperationstoproducehigh-qualitythoughtleadershipiftheywanttowinourbusiness.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q7_premium1:Howmuchdoyouagreeordisagreewiththesestatements?5-pointscale,top2,agree.Decision-makers,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT

19FROMOUR2021RESEARCH:There’snodoubtthatthoughtleadershipisvaluable,butit’salwaysbeendifficulttocapturetheattentionofcustomers.

Approximately4in10FinalDecision-Makerssaythereismorethoughtleadershipcontentthantheycanmanageorthatthemarketisoversaturatedwiththoughtleadershipcontent.(38%)Buyerssayifapieceofthoughtleadershipdoesnotpiquetheirinterestwithinthefirstminute,theywillmoveon.(55%)Buyerssaytheyfileawaythoughtleadershipcontentwiththeintenttorevisit,butneveractuallygetbacktoit.(56%)Source:2021Edelman-LinkedInB2BThoughtLeadershipImpactStudy.Q2_glut:Howwouldyoucharacterizetheamountofthoughtleadershipcurrentlybeingproducedontopicsofpotentialinteresttoyou?Selectoneresponse.Data:%.ofDecision-Makerswhoselectedeither:ThereismorethanIcaneasilymanageorkeepupwithorThemarketplaceisoversaturated.Theamountneedstobereduced.Q2_glut_b:Whenyoucannotkeepupwithallofthethoughtleadershipbeingproducedontopicsofinteresttoyou,howdoyoudecidewhichpiecestoconsume?Selectallthatapply.Data:%ofpeoplewhoselectedItakeaquicklook,andifapieceofthoughtleadershipdoesnotpiquemyinterestinthefirstminuteImoveon.q7_premium1:Howmuchdoyouagreeordisagreewiththesestatements?Data:%ofpeoplewhoselectedsomewhatagreeorstronglyagreetoIfIfileawayapieceofthoughtleadershipwiththeideathatIwillrevisititlater,Ialmostneveractuallyendupgettingbacktoit.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT20Breakingthroughinadownturnwillrequirethoughtleadershipthat’sfinelytunedtoeconomicrealitiesandacustomer’sindustry.DECISION-MAKERSEXPECTTHEFOLLOWINGOFTHOUGHTLEADERSHIPFROMPROVIDERSDEEMEDNON-CRITICAL:Identifynewopportunitiesorindustrytrendsstemmingfromtheeconomicdownturn(48%)Explainhowtheorganizationcanhelpourbusinessdowelldespitetheeconomicdownturn(44%)

Givemeinformationandinsightsthatwillmakememoreeffective/successfulinmyjob(44%)Demonstrateanunderstandingofourorganization’smajorpainpoints(43%)Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q13_get_att:Duringaneconomicdownturn,whatwillasupplier’sthoughtleadershipneedtodotoearnyourpurchaseconsiderationforitsproducts/servicesifthoseproducts/servicesareNOTcrucialtoyourbasicbusinessoperations?Chooseallthatapply.Decision-makers,6countryaverage.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT21High-qualitythoughtleadershipshouldshareastrong,data-backedPOV.HOWTOINCREASETHEVALUEOFTHOUGHTLEADERSHIPAMONGDECISION-MAKERS:Makeitquickandeasytoconsumeandabsorb(51%)

Referencerobustresearchandstrongsupportingdata(49%)Offerprovocativeideasthatchallengepeople’sassumptions(48%)

Offerconcreteguidanceonhowtorespondtotheissuesoropportunitiesdiscussed(45%)Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q5_show_up:Howmuchdoeachofthefollowingattributesincreasethevalueofapieceofthoughtleadershiptoyou?4-pointscale,top1box,a-lot.Decision-makers,6countryaverage.2022 B2B THOUGHT LEADERSHIP IMPACT REPORT5Producersofthoughtleadershiphavehighexpectationsforitsabilitytosupporttheirbusinessduringadownturn.Yet,manyhavelowconfidenceinitsquality.ThisperiodofunpredictabilityoffersanopportunityforB2Bcompaniestoimprovethewaytheydeliverthoughtleadershipandmeasureitsimpact.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT23Ofthethoughtleadershipconsumers1,000wesurveyed,nearly1,000ofthemworkfororganizationsthatalsoproducetheirownthoughtleadership.Source:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT24Andtheyhavehighexpectationsforit.Expectittokeeptheirbrandandcapabilities49%Expectittoprotecttheircurrentclienttopofmindduringadownturn,evenamongclientsorprospectswhocannotbuyfromrelationshipsfromdisruptionorshrinkage60%thembecauseofbudgetconstraintsSource:2022Edelman-LinkedInB2BThoughtLeadershipImpactStudy.q14_tl_pur:Inwhichofthefollowingwayswillyouexpectyourorganization’sthoughtleadershiptosupportyourbusinessduringaneconomicdownturn?Chooseallthatapply.Dataispercentagewhoselectedtheindicatedresponse.Thoughtleadershipproducers,6countryaverage.2022B2BTHOUGHTLEADERSHIPIMPACTREPORT25Yet,theytendtoexpressrelativelylittleconfidenceinthequalityofthethoughtleadershiptheirorganizationpublishes.%29%33ofthoughtleadershipproducersofC-SuiteexecutivesOnly33%ofthoughtleadershi