The COVID-19 pandemic has upended just about every industry around the world—including tech. Many industry experts expect a serious contraction this year, with some projecting a decline dwarfing the 4% drop observed in the wake of the 2008 financial crisis. Given the high level of uncertainty, specific projections about the size of the impact on the market are not particularly useful. However, in order to adapt, it is valuable for tech vendors to understand how buyers’ priorities are shifting; what that shift means for IT budgets; and which customer sectors are holding up relatively well. Absent such insight, tech companies are flying blind as they try to navigate one of the most challenging periods in recent decades.
To help companies make sense of the new reality, we recently conducted a survey of nearly 700 IT buyers in the US and Europe. This BCG IT Spend Pulse found that:
As the dynamics of demand evolve, vendors need to ensure that their sales tactics are suited to the new environment. They must position themselves to capitalize on investments in high-priority areas, make sure that they are deploying sales resources effectively and efficiently, adopt digital tools, and integrate go-to-market activities across sales, marketing, and customer success teams.
The BCG IT Spend Pulse surveyed a broad sampling of midsize and large companies, with coverage across all sectors. In order to secure proper representation of the tradeoffs among different investments, we recruited respondents who were CIOs or senior decision makers with oversight of their companies’ full IT budgets.
The survey revealed the depth and breadth of the economic hit from the pandemic. Somewhat unsurprisingly, 78% of the companies surveyed are experiencing revenue declines, and 46% are laying off or furloughing employees.
Shifting Priorities. The survey also shed light on how the pandemic is reshaping the priorities of buyers both in the near term and during the rebound. It is instructive to look at the dimensions together to understand which issues are likely to be front and center from now through the next year or two. (See Exhibit 1.)
Clearly, reducing IT capital expenditures has taken on greater importance during the COVID-19 crisis. Nearly 60% of respondents have paused deployments of new technology not currently in their IT stack, 54% have delayed upgrading existing hardware, and 44% have delayed feature add-ons or upgrades to existing software. Notably, even companies whose businesses are not taking a major hit from the pandemic are pulling back: 45% of those companies have paused deployment of new technology and nearly 20% are deferring maintenance expenses. However, the survey finds that reducing IT capital expenditures is unlikely to remain a major priority during an economic rebound: less than one-third of all companies surveyed expect to be cutting IT capital expenditure outlays in a year or two.
Some issues are high priorities now—and are likely to remain so for the foreseeable future. Spending on tools and projects related to remote working, for example, is a higher priority today than it was before the crisis and is likely to remain so during the rebound. Other issues are not considered of higher importance now but are expected to command disproportionate attention over the long term. About 45% of companies surveyed, for example, expect that migrating apps to the cloud will be a major priority over the next year or two.
Impact on Investments Across the Tech Stack. The prioritization of such issues is reflected in spending plans across the stack. (See Exhibit 2.) In general, infrastructure is experiencing the greatest contraction in spending, followed by the middleware segment. However there is a good bit of complexity and variation in each area.
For instance, there are positive signs even within the hardest-hit categories. Consider investments in wide area networks (WANs) and campus and branch networks. Right now, those categories are experiencing the steepest declines in IT spending—an understandable trend given the dramatic shift to remote working. However, companies also expect to increase investment in the next wave of technology when the economy rebounds. In fact, among the respondents that expect a reduced need for investments in campus and branch networks over the next several years, about 80% anticipate no change or an acceleration in investments for software-defined WANs and secure access service edges over the medium term.
Other categories that support remote working are also seeing upticks in investment, including security and compliance, as well as communication and collaboration tools. And still others, such as analytics and business intelligence, along with data centers and the cloud, are holding relatively steady.
The picture is also varied for customer segments. The contraction in IT spending in the financial institutions and media customer segments is modest, driven by increased demand for communication and collaboration tools. Meanwhile, the retail and travel and hospitality segments, not surprisingly, are experiencing outsize declines in spending across the stack—68% and 75%, respectively.
Just as COVID-19 has scrambled spending patterns, it is also forcing changes in sales practices. The survey shed light on the opportunities and challenges this creates—and how tech companies should revamp their sales approaches accordingly.
Increased Digital and Remote Selling. As the pandemic has limited traditional field force’s sales efforts, IT vendors have had to move toward digital and remote sales channels. Customers, for their part, report ambivalence about engaging with vendors virtually: they are generally comfortable using digital channels to connect with current suppliers but are much less so when it comes to signing on with new ones. In fact, almost one in two of those surveyed expressed some level of concern in working with new vendors; just one in five, however, reported a similar sentiment toward established partners. (See Exhibit 3.)
The reasons underlying any concern related primarily to the evaluation and closing stages. Among the major issues: signing large contracts in the absence of in-person engagement with vendor sales reps and the difficulty of assembling all necessary stakeholders to make an informed decision. (See Exhibit 4.)
However, the survey also found some positive signs for IT companies shifting to digital and remote sales channels. Buyers report that they are adopting new digital tools for selecting vendors, including attending more virtual events, such as webinars and conferences, and more frequently arranging remote product demonstrations. And many buyers identified positive benefits for digital and remote sales beyond near-term health and safety advantages, including the potential for cost savings.
How Vendors Need to Adjust. To win in the new post-COVID-19 reality, tech companies need to take four primary actions:
Tech companies are grappling with how to respond to a dramatically changed market—and more surprises are likely to pop up in the months ahead. But amid all the turmoil and noise, it is possible to discern new priorities and buying patterns. Tech companies that move to capitalize on those trends will be poised to lead in the rebound.
ABOUT BOSTON CONSULTING GROUP
Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.
Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.
© Boston Consulting Group 2023. All rights reserved.
For information or permission to reprint, please contact BCG at firstname.lastname@example.org. To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com. Follow Boston Consulting Group on Facebook and X (formerly Twitter).