Generational Shift in the C-Suite: What Younger Decision-Makers Expect from B2B Companies in 2025

Data-Driven Decision Making as a Basic Requirement

The era of gut feeling as the primary basis for decision making is coming to an end. According to a Gartner study from 2024, 78% of Millennial executives don’t make significant business decisions without comprehensive data analysis. For Generation Z, this figure is even higher at 86%.

For B2B providers, this means: if you want to sell your services or products, you need to provide data – and not just superficial success stories, but deep, valid metrics such as:

• Return on Investment (ROI) with precise calculation methods
• Long-term studies on the performance of products and solutions
• Benchmarking against competitors with transparent methodology
• Total Cost of Ownership (TCO) over realistic usage periods
• Measurable impact metrics related to core business objectives

In our own work at the Brixon Group, we see daily that B2B campaigns that facilitate decisions through data-driven argumentation achieve a 43% higher conversion rate than those that primarily focus on image and branding.

The consequence: Traditional sales conversations based on personal relationships and persuasiveness are being replaced by evidence-based business discussions. Younger decision-makers don’t expect flowery promises, but concrete, verifiable evidence of a solution’s effectiveness.

Digital Excellence Across All Customer Journey Touchpoints

Today, a provider’s digital competence is measured not just by their product, but by the entire digital experience. In their “B2B Digital Experience Index” published in 2024, Forrester Research found that 72% of Millennial decision-makers view a provider’s digital maturity as a direct indicator of their general innovation capability.

A poorly designed webinar, an outdated website, a cumbersome proposal process, or a lack of integration between different touchpoints – all of these are not just annoyances for younger decision-makers but fundamental disqualification criteria.

Working with our B2B clients as part of the Revenue Growth Strategy, we have found that digital excellence means:

• Seamless integration of all digital touchpoints from first contact to after-sales support
• Self-service options at strategically sensible points of the customer journey
• Personalization based on actual user behavior rather than superficial demographics
• Consistent brand experience across all digital channels
• Rapid response times and proactive communication

It’s important to emphasize: Digital Excellence doesn’t mean eliminating human contact, but deploying it where it adds genuine value. The Brixon Ads analyses clearly show that successful B2B providers now follow a “Digital-First, Human-When-It-Matters” approach.

AI-Powered Analytics as a New Basis for Decision Making

With the explosive growth of generative AI since 2023, the expectations of younger executives regarding analytical capabilities have also changed dramatically. The IBM study “AI in Business Decision Making 2025” shows that 91% of executives under 40 use AI tools in their decision-making processes – compared to only 46% of those over 55.

For B2B providers, this results in several critical implications:

1. Decision-makers increasingly use AI-powered analytical tools to evaluate and compare offerings – long before they speak with a sales representative
2. The quality and machine-readable structuring of product data and information becomes a decisive competitive factor
3. The ability to provide AI-powered forecasts on the performance of products and services becomes a differentiating factor
4. Traditional “gatekeepers” in purchasing are bypassed as AI systems enable direct access to decision-makers

In practice, this trend is already clearly evident: More than 60% of B2B research processes by young decision-makers now begin with AI-powered searches and analyses – not with the classic Google search field or conversations with colleagues.

The consequence for B2B companies is clear: Those who don’t prepare and structure their content and data in an AI-friendly manner will become invisible in an increasingly AI-driven business landscape.

Purpose and Impact as Purchasing Criteria in B2B Context

The Deloitte Global Millennial Survey 2025 provides an impressive insight: 73% of Millennial executives indicate that a company’s societal purpose is a decisive criterion when selecting business partners. For Generation Z, this figure is even higher at 81%.

This shift away from pure profit orientation toward an impact-oriented business philosophy affects B2B decisions more directly than many traditional providers want to admit. The “2025 B2B Purpose Barometer” by Edelman shows: B2B providers with a clearly communicated purpose strategy achieve 24% higher closing rates with younger decision-makers than purely profit-oriented competitors.

For B2B marketing professionals, this specifically means:

• The “Why” question must be answered proactively and authentically
• The company’s societal contribution should be presented transparently
• Impact metrics should be communicated alongside classic business KPIs
• Value-based differentiation becomes a real competitive advantage

Particularly important: Purpose must not appear as a superficial marketing construct. Younger decision-makers have a fine sense for “purpose-washing” and react particularly negatively to inauthentic representations. A purpose deeply anchored in the company’s DNA, reflected in concrete actions and measurable results, is a strong differentiating feature.

Sustainability and ESG Compliance as Business Factors

For younger executives, the abstract idea of sustainability has transformed into concrete, business-relevant ESG criteria (Environmental, Social, Governance). According to a recent PwC study “ESG in B2B Decision Making 2025,” 68% of C-suite members under 45 systematically consider ESG factors when selecting suppliers and partners – compared to only 31% of those over 55.

For B2B providers, this paradigm shift means:

1. ESG performance becomes a hard decision criterion, not an optional “nice-to-have”
2. Lack of transparency about environmental impacts, supply chains, or governance can become a direct exclusion criterion
3. The ability to support partners in achieving their own sustainability goals becomes a competitive advantage
4. Measurable impact metrics must become part of the regular reporting arsenal

Particularly relevant: With the EU Supply Chain Act and the CSRD requirements (Corporate Sustainability Reporting Directive), sustainability and ESG compliance are no longer voluntary exercises but legal obligations for many companies. Younger executives proactively integrate these aspects into their decision-making processes.

A strategic approach for B2B providers is to view their own sustainability contribution not in isolation, but to explicitly show how their products and services can help customers achieve their ESG goals. The Brixon Group Revenue Growth Strategy addresses exactly this point and makes ESG an integral part of the value proposition.

Authenticity and Transparency as the Foundation for Business Relationships

For the generation that grew up with social media and review platforms, authenticity and transparency are not abstract values but fundamental expectations. The Sprindl study “Trust Factors in B2B Relationships 2025” shows: 84% of Millennial executives actively research unfiltered customer feedback before considering a B2B provider.

This new transparency expectation manifests itself in several dimensions:

• Price transparency: Obscured pricing models or hidden costs are increasingly perceived as a breach of trust
• Performance transparency: Clear communication of strengths AND limitations of a solution
• Process transparency: Disclosure of development, production, and delivery processes
• Error transparency: Open handling of problems and learning processes

A study by MIT Sloan Management Review from 2024 concludes that companies with high transparency in their B2B relationships build customer relationships that are on average 31% longer than those that rely on traditional information control.

For B2B marketing professionals, this specifically means: Authenticity is non-negotiable. The classic high-gloss self-presentation without rough edges no longer works with younger decision-makers. Instead, they expect:

• Honest communication about capabilities and limitations
• Transparent insights into internal processes and working methods
• Authentic employee voices instead of generic corporate language
• Open communication about challenges and solution approaches

In this context, the concept of “radical candor” is gaining increasing importance – the willingness to openly address difficult truths and collaboratively search for solutions, rather than maintaining perfect facades.

Multi-stakeholder Approach Instead of Hierarchical Decisions

The classic top-down decision-making in the B2B context is increasingly giving way to a collaborative multi-stakeholder approach. According to a Gartner study from 2024, younger executives involve an average of 6.8 people from various departments and hierarchical levels in B2B decisions – compared to 3.5 people for executives over 55 years.

This democratization of the decision-making process has profound implications for B2B sales:

• Focusing exclusively on the primary decision-maker is no longer sufficient
• Different stakeholders have different priorities and evaluation criteria
• The information needs become more complex and multifaceted
• Building consensus across different departments becomes a critical success factor

For B2B marketing professionals, this specifically means that communication content and formats must be developed for different stakeholder groups. Our experiences at the Brixon Group show that successful B2B providers now address at least four different personas per target company.

A particularly effective approach is the so-called “Collective Buying Journey Mapping,” which analyzes the information and decision paths of all relevant stakeholders and supports them with tailored content. Companies following this approach report 37% shorter sales cycles and 28% higher closing rates, according to the “B2B Collective Decision Making Study 2025” by Forrester Research.

Preference for Digital, Asynchronous Communication Channels

The new generation of executives communicates fundamentally differently. A McKinsey study from 2024 shows that 76% of decision-makers under 40 prefer asynchronous communication (email, messaging, collaboration tools) over synchronous communication (meetings, phone calls) – compared to only 34% of those over 55.

For B2B providers, this preference shift has far-reaching consequences:

1. The classic field sales force is losing importance, while digital touchpoints are becoming more important
2. The ability to convey complex information asynchronously becomes a competitive advantage
3. Self-service options are not only accepted but actively preferred
4. Communication is increasingly visual and multimedia rather than text-based

In practice, this shift is already clearly evident: Younger decision-makers complete an average of 70% of the buying process digitally and self-directed before making direct contact with sales representatives. This requires a fundamental reorientation of communication strategies and channels.

At the Brixon Group, we have found that particularly successful B2B providers now offer at least eight different digital touchpoints to accommodate the diversity of communication preferences – from video demos to interactive assessment tools to on-demand webinars.

Accelerated Decision Cycles and Their Impact on Sales

Younger executives not only decide differently but also faster. The Boston Consulting Group found in their study “Decision Velocity in B2B 2025” that Millennials in leadership positions make B2B decisions on average 41% faster than Baby Boomers in comparable positions.

This acceleration has several causes:

• Higher acceptance of iterative decision processes instead of “all-or-nothing” decisions
• Stronger focus on rapid implementation and continuous optimization
• Greater willingness to make data-driven decisions
• Less dependence on formal approval processes

For B2B sales and marketing teams, this means a fundamental transformation of the sales cycle. The classic linear sales funnel logic is increasingly being replaced by agile, non-linear decision-making processes that require flexible responses.

A concrete example: While traditional decision-makers often create a comprehensive requirements catalog and then look for the right provider, younger decision-makers tend to start with smaller “proof of concept” projects and gradually expand the collaboration if successful. Our Revenue Growth Blueprint takes this change into account by providing modular entry points and flexible scaling paths.

Successful B2B providers have adjusted their sales processes accordingly:

• Modular offerings instead of monolithic all-in-one solutions
• Fast, uncomplicated onboarding processes
• Continuous value management instead of one-time contract negotiations
• Agile contract models that enable flexibility and scalability

Remote Work and Hybrid Models as the Norm

The COVID-19 pandemic has catapulted remote work from a niche practice to a global norm. According to the “Future of Work Report 2025” by Microsoft, 83% of executives under 40 have implemented hybrid or fully remote work models in their companies – and view these not as temporary solutions but as strategic realignments of work culture.

For B2B providers, this transformation has profound consequences:

1. Geographic proximity to the customer loses importance as a competitive advantage
2. Physical sales presentations and traditional customer visits become less frequent
3. Digital collaboration platforms become the primary interaction space
4. The ability to build and maintain trust remotely becomes a critical competency

This shift doesn’t automatically mean less personal contact – rather, the nature and frequency of interactions change. Instead of rare but long face-to-face meetings, younger decision-makers prefer more frequent, shorter digital check-ins, complemented by focused personal meetings at strategic milestones.

For B2B marketing professionals, this specifically means:

• Digital experiences must be designed to be as personal and immersive as possible
• Virtual events and workshops require new formats and interaction possibilities
• Hybrid event concepts become the new standard
• The digital customer experience becomes the primary differentiating factor

Particularly noteworthy: The expectations of younger decision-makers regarding the quality of digital experiences are extremely high. According to a PwC study from 2024, 67% of Millennial executives view a poor digital presentation or a technically inadequate virtual meeting as negatively as an unprepared in-person visit.

Flexible Collaboration and Its Importance for Meetings and Events

The flexibilization of work goes far beyond the workplace and also includes fundamental changes in temporal organization. The “Global Work Flexibility Index 2025” by Deloitte shows that 71% of executives under 40 have implemented flexible working time models that break with traditional 9-to-5 structures.

This new temporal flexibility has direct impacts on B2B interactions:

• The willingness to travel for meetings decreases – especially for standardized presentations
• The acceptance of long, all-day events diminishes
• On-demand content and asynchronous interaction possibilities gain importance
• The temporal concentration of interactions during “core working hours” dissolves

Successful B2B providers have adjusted their event and meeting strategies accordingly:

• Modular events with flexible participation options
• Shorter, more focused interaction formats
• Hyper-personalized agenda options
• Fusion of live experiences and on-demand content

A remarkable example of this transformation is B2B trade shows and conferences. Traditional multi-day events are increasingly being replaced by hybrid formats that combine physical presence with digital extensions and offer more temporally flexible participation options. In the Brixon Reach program, we therefore increasingly focus on event formats that consider this flexibility and offer multiple participation possibilities.

Work-Life Integration and New Expectations for Business Relationships

The term “work-life balance” is increasingly being replaced by the concept of “work-life integration” in executive suites. Younger executives no longer strive for a strict separation between professional and private life, but for a harmonious interweaving of both spheres.

The LinkedIn “Executive Wellbeing Survey 2025” shows that 78% of Millennial executives consider personal wellbeing and mental health as central leadership priorities – compared to only 42% of the Baby Boomer generation.

This shift directly affects the expectations for B2B business relationships:

1. Respect for personal time and boundaries becomes a fundamental expectation
2. The quality of collaboration becomes more important than its intensity
3. Efficiency and time-saving become central selling points
4. Personal compatibility and shared values gain importance

A particularly striking example: While traditional B2B relationships were often maintained through elaborate hospitality and entertainment, younger executives often prefer targeted, time-efficient interactions with real added value – or alternatively activities that combine professional goals with personal interests, such as impact projects or community activities with sustainable effects.

For B2B providers, this means a fundamental rethinking of the customer relationship:

• Respect for the customer’s time becomes the paramount principle
• Every interaction must offer clear, pre-communicated added value
• Efficiency in collaboration becomes a quality feature
• Authentic personal relationships replace formal business relationships

The Brixon Group Revenue Growth Strategy takes this shift into account through the consistent use of Value-Based Engagement models that clearly define and communicate the personal and professional value of each interaction.

Content Strategies That Convince Younger C-Level Executives

The content preferences of younger executives differ fundamentally from those of their predecessors. According to the “B2B Content Preferences Survey 2025” by Demand Gen Report, 76% of decision-makers under 40 prefer visual, interactive, and multimedia content over traditional text-based formats.

Particularly effective content formats for this target group are:

• Interactive Assessment Tools: Enable individual evaluations and personalized insights
• Data Visualizations: Make complex relationships quickly comprehensible
• Micro-Learning Formats: Offer focused expertise in short, consumer-friendly units
• Peer-to-Peer Content: Authentic insights from peers instead of manufacturer messages
• On-Demand Webinars: Enable flexible, self-directed knowledge building

A particularly remarkable trend is the rise of “Executive Snackable Content” – highly condensed, visually prepared information units that convey complex topics in 3-5 minutes. Our Brixon Group analyses show that such formats are consumed up to 4.2 times more frequently by younger executives than traditional whitepapers.

For B2B marketing professionals, this specifically means:

1. Content must be consistently optimized for mobile use
2. Interactivity should be integrated into all content formats
3. Video is not optional but mandatory
4. Content must be offered in a modular fashion and at various depths
5. Authenticity and practical applicability are more important than academic depth

Particularly important: The changed content preferences don’t mean that depth and substance become unimportant – on the contrary. Younger executives expect intelligent content architecture that enables quick overview but also offers deeper insights when needed.

Digital Touchpoints and Omnichannel Experiences

The customer journey of younger decision-makers is fundamentally digital and runs across multiple channels and platforms. The “B2B Omnichannel Study 2025” by Forrester Research shows that Millennials in leadership positions use an average of 12 different digital touchpoints during a B2B buying process – compared to 5-7 for older executives.

This multiplication of touchpoints presents significant challenges for B2B providers. The most important strategic implications:

• Channel Integration: Seamless experience across all channels
• Consistent Experience: Unified brand and information experience regardless of channel
• Data Centricity: Cross-channel data integration for personalized experiences
• Adaptive Journeys: Flexible paths through the buying process instead of linear funnels

Particularly remarkable is the rise of self-service options. The Brixon Ads analyses show that 67% of decision-makers under 40 prefer to conduct product demonstrations, price calculations, and even initial implementation steps themselves – and only seek human interaction for strategic or complex aspects.

For B2B marketing professionals, this specifically means:

• Consistent implementation of a “Digital First” approach
• Building a connected experience platform across all channels
• Integration of self-service options at strategically sensible points
• Continuous optimization based on cross-channel data

A particularly effective approach is the implementation of “Digital Value Streams” – curated, personalized digital journeys that guide customers through the information and decision process and incorporate human expertise at defined points. Companies that follow this approach report 35% higher conversion rates, as shown by the Brixon Group Revenue Growth Strategy analyses.

Social Selling and Thought Leadership for the New Generation

For younger executives, the boundaries between professional and social networks are increasingly blurring. According to the “B2B Social Media Impact Report 2025” by LinkedIn, 83% of Millennial decision-makers actively use social platforms for professional research and decision-making.

This has far-reaching implications for B2B sales and marketing:

1. Personal digital reputation becomes the decisive trust factor
2. Thought leadership must be authentic and person-centered rather than company-centered
3. Continuous presence replaces campaign-based approaches
4. Communities and peer networks become critical sources of influence

A particularly remarkable trend is the rise of “Distributed Thought Leadership” – an approach where not only C-level executives but experts at all levels of a company are positioned as authentic voices. This corresponds to the collaborative mindset of younger executives and increases credibility.

For B2B marketing professionals, this specifically means:

• Building a strategic social selling program for sales teams
• Developing a well-thought-out executive branding strategy
• Integration of personal and corporate branding
• Continuous building of thought leadership in relevant communities

Particularly important: Authenticity and consistent value creation. The “B2B Thought Leadership Impact Study 2025” by Edelman shows that 71% of younger decision-makers actively consume thought leadership content – but 68% also state that most content doesn’t offer substantial added value and is often too sales-oriented.

The Brixon Reach analysis shows that successful thought leadership programs are based on the “5:3:2 principle”:

• 5 parts genuine expertise and insights without direct sales intent
• 3 parts industry context and market perspectives
• 2 parts company-specific information and solution approaches

Case Study 1: Technology Company in Transition

A mid-sized provider of industrial software (280 employees) faced a fundamental challenge: The traditional customer base – predominantly production managers and IT professionals of the Boomer generation – was increasingly being replaced by younger decision-makers who had completely different expectations regarding product functionality, usability, and sales processes.

Initial Situation:

• Decline in conversion rate for new customers by 32% within 18 months
• Extension of sales cycles from an average of 4 to 7 months
• Increasing criticism of complex implementation processes and lack of user-friendliness
• Sales team predominantly with long-term employees (average age 52), who relied on personal relationships and established sales processes

Transformation Strategy:

With support from the Brixon Group, the company implemented a comprehensive transformation process that included the following core elements:

1. Customer Research Reboot: Comprehensive redefinition of buyer personas with special focus on generation-specific differences and expectations
2. Product Evolution: Development of a cloud-native version of the software with modern UX, API-first architecture, and self-service implementation options
3. Reverse Mentoring Program: Systematic knowledge exchange between experienced sales employees and digital natives from the marketing and product teams
4. Digital Sales Enablement Platform: Building a comprehensive digital ecosystem with self-assessment tools, interactive demos, and on-demand webinars
5. Modular Contract Models: Introduction of pilot programs and scalable implementation options instead of monolithic complete solutions

Results:

• Increase in conversion rate for new customers by 47% within 12 months
• Reduction of sales cycles to an average of 3.2 months
• Increase in Net Promoter Score from 23 to 58
• Increase in average Customer Lifetime Value by 31%
• Development of completely new customer segments, especially in the area of digital manufacturing technologies

Critical Success Factor: Particularly noteworthy was the combination of digital transformation and the preservation of valuable industry knowledge from long-term employees. Instead of completely replacing the sales team, the company focused on targeted training and building hybrid teams that combined digital competence with profound industry knowledge.

Case Study 2: Traditional Mid-sized Company Meets New Leadership

A family-run engineering supplier (120 employees) faced a double challenge: On the one hand, a generational change was taking place in the executive suite of important existing customers; on the other hand, the 34-year-old son of the founder took over as CEO and brought new strategic ideas.

Initial Situation:

• Stagnation of revenue over three years with simultaneous increase in competitive pressure
• Marketing limited to trade show presence and printed product catalogs
• Sales primarily through the CEO and two long-term field sales employees
• Increasing difficulties in making contact with younger decision-makers at existing customers
• First RFPs (Request for Proposal) contained new criteria such as carbon footprint and digital interfaces

Transformation Strategy:

The new management initiated a profound change process with support from the Brixon Group:

1. Digital-First Customer Experience: Development of a completely new digital presence with interactive product configurators, AR visualizations, and technical knowledge hub
2. Sustainability Offensive: Comprehensive analysis and optimization of the carbon footprint and implementation of transparent sustainability reporting
3. Content Transformation: Building a multi-level content program with focus on visual formats, application cases, and peer testimonials
4. Sales Extension: Supplementing the classic field service with an inside sales team and digital self-service options
5. Executive Branding: Positioning the new CEO as a future-oriented voice in relevant industry forums and social media

Results:

• Revenue growth of 23% within 18 months
• Acquisition of 14 new customers who were gained exclusively through digital channels
• Reduction of sales cycles from an average of 9 to 5.5 months
• Increase in recurring revenues through new service and maintenance models
• Significant rejuvenation of the customer base with 38% more contacts under 40 years

Critical Success Factor: Crucial for success was the balance between innovation and tradition. The company deliberately retained central strengths – especially high product quality and personal service – but complemented them with contemporary digital experiences and sustainability-oriented values that particularly resonate with younger decision-makers.

Lessons Learned: Common Success Factors

From these and other case studies that we have supported at the Brixon Group, several common success factors emerge:

1. Balance between Digital and Personal: The most successful transformations don’t rely on complete digitalization, but on the strategically intelligent combination of digital efficiency with human expertise at the decisive contact points.
2. Evolutionary Approach: Instead of radical breaks, a gradual transformation process works better, preserving existing strengths and complementing them with new competencies.
3. Data-based Decisions: Successful transformations are based on systematic market research and continuous customer feedback, not on assumptions about generation-specific preferences.
4. Internal Culture Change: Adapting to younger decision-makers also requires internal changes in working methods, communication processes, and leadership culture.
5. Value-based Modernization: The most successful companies have not only modernized their marketing channels but fundamentally revised their value propositions to integrate topics such as sustainability, purpose, and digital excellence.

Particularly noteworthy: In both cases, adapting to the expectations of younger decision-makers has not only increased attractiveness for this target group but also led to higher satisfaction among established customers. Investment in contemporary digital experiences and sustainability-oriented values has thus proven to be an intergenerational competitive advantage.

These case examples underscore the necessity of a holistic transformation approach that goes beyond isolated tactical adjustments and aligns the entire business model with the expectations of the new generation of decision-makers.

Adjusting the Marketing and Sales Strategy

The transformation begins with a strategic reorientation of marketing and sales. The following steps have proven particularly effective:

1. Generation-sensitive Buyer Persona Development: Expand your existing buyer personas to include age-specific preferences, values, and behaviors. Define how the buying process differs between younger decision-makers and older executives.
2. Digital Journey Mapping: Systematically analyze the digital customer journey of younger decision-makers and identify gaps, frictions, and optimization potential in your current approach.
3. Value Proposition Refresh: Review and update your value proposition with special consideration of the priorities of younger executives: sustainability, efficiency, digital excellence, and purpose.
4. Stakeholder Expansion: Extend your approach to other participants in the decision-making process, as younger executives more frequently implement collaborative decision processes.
5. Metrics Update: Implement new KPIs that specifically measure success with younger decision-makers, such as Digital Engagement Score, Content Consumption Metrics, and Multi-Stakeholder Reach.

Particularly important is a coordinated approach that transforms marketing and sales equally. As part of our Revenue Growth Strategy at the Brixon Group, we have repeatedly observed that isolated adjustments in individual departments don’t bring the desired results.

A practical framework for strategy adjustment is the “Generation Shift Canvas,” which systematically contrasts current and future decision-maker profiles, channel preferences, and values, and identifies concrete transformation steps.

Implementing New Communication Channels and Formats

To effectively reach younger decision-makers, an expansion and optimization of the communication mix is essential. The following measures have proven particularly effective:

• Visual-First Content Strategy: Prioritize visual formats such as video, infographics, and interactive visualizations. According to the “B2B Buyer Preference Study 2025” by Demand Gen Report, younger decision-makers consume 3.7 times more visual content than traditional text formats.
• Interactive Self-Assessment Tools: Develop digital tools that allow prospects to independently evaluate their challenges and potential solution approaches. The Brixon Group analyses show 42% higher engagement rates for such interactive formats.
• Micro-Content Ecosystem: Create an ecosystem of short, focused content modules that can be flexibly consumed. This corresponds to the information habits of younger decision-makers, who consume information more frequently but in shorter sessions.
• Podcast and Audio Content: Use audio formats for deeper discussions and thought leadership. The “B2B Content Consumption Report 2025” shows an increase in podcast usage by B2B decision-makers under 40 by 72% since 2022.
• Social-First Communication: Systematically integrate business-oriented social platforms into your communication strategy. LinkedIn, but increasingly also TikTok Business and specialized community platforms, are critical channels for reaching younger decision-makers.

A particularly effective approach is the “Channel-Progressive Framework,” in which various communication channels are strategically combined depending on complexity and phase of the customer journey:

1. Awareness: Primarily social media, short videos, and visual content
2. Interest: Interactive tools, micro-learning formats, and community engagement
3. Consideration: More in-depth video content, on-demand webinars, and case studies
4. Decision: Personalized demonstrations, peer-to-peer exchange, and direct expert sessions

The key lies in the orchestration of these various channels into a coherent overall experience. The Brixon Reach analysis shows that companies with such an integrated approach achieve 51% higher conversion rates than those with isolated channel strategies.

Building Long-term Relationships with the Next Generation of Leaders

Beyond strategy and channels, building authentic, long-term relationships with younger decision-makers is crucial for sustainable business success. The following approaches have proven particularly effective:

• Community-Based Engagement: Establish or actively participate in communities that are relevant for younger executives in your industry. The “B2B Community Impact Study 2025” by FeverBee shows that 68% of Millennial decision-makers prefer providers who constructively contribute to relevant professional communities.
• Value-First Relationship Models: Implement relationship models that consistently focus on value creation rather than sales pressure. Practical examples include knowledge-sharing initiatives, mentoring programs, or co-creation workshops.
• Personalized Customer Success Programs: Develop data-driven customer success programs that go beyond traditional support and proactively help customers achieve their business goals.
• Executive Peer Networks: Facilitate exchange between your customers at the executive level. Younger decision-makers value peer learning and authentic experience exchange more than manufacturer-driven information.
• Purpose-Aligned Partnerships: Identify shared values and purpose aspects and develop partnership models based on these that go beyond mere transactions.

A particularly powerful approach is the “Value Velocity Model,” which systematically increases the frequency of value-creating interactions and provides customers with concrete, measurable added value at regular intervals. The Brixon Group analyses show that companies that consistently follow this approach can increase Customer Lifetime Value by an average of 47%.

Practically implemented, this means for example:

• Monthly data-based insights instead of quarterly status reports
• Continuous performance coaching instead of annual strategy workshops
• Proactive impact measurements instead of reactive success reports
• Community-based knowledge exchange instead of isolated customer relationships

Building long-term relationships with the next generation of leaders requires fundamental rethinking: away from transactional interactions toward genuine partnerships based on shared values, continuous value creation, and authentic exchange.