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© 2020 Gartner, Inc. and/or its affiliates. All rights reserved. Gartner is a registered trademark of Gartner, Inc. or its affiliates. This presentation, including all supporting materials,
is proprietary to Gartner, Inc. and/or its affiliates and is for the sole internal use of the intended recipients. Because this presentation may contain information that is confidential,
proprietary or otherwise legally protected, it may not be further copied, distributed or publicly displayed without the express written permission of Gartner, Inc. or its affiliates.
CSO Actions in Response to COVID-19Updated May 18, 2020
2 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Initial reactions and near-term priorities
Given the rapidly evolving nature of the COVID-19 crisis, CSOs are seeking immediate
peer perspectives to ensure they are taking the proper actions on behalf of their
customers, their teams, their shareholders and themselves.
Conversations with 50+ CSOs taking place on a weekly basis from March 19 through
April 23, 2020, discussed a number of recommendations and actions in four key areas:
Financial Impact
Sales Expense
Customer Engagement
Seller Engagement
3 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Financial
Impact
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Financial impacts are uncertain and likely variable
The financial impact of COVID-19, and the related economic shock waves, have created tremendous
volatility in the financial markets, yet much remains unknown and uncertain. In the face of such
uncertainty, customer risk appetite for making significant purchases will remain low.
CSOs trended toward four conclusions:
Rebound timing
and readiness will
be critical; hedge
appropriately.
Model multiple
scenarios and
have a readiness
plan for all.
Sales targets
should not be
adjusted, yet.
Tighten forecasting
discipline to provide
the business with
improved visibility.
1 2 3 4
5 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Sales leaders forecasts have generally settled for July through FY End
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April n=100, May MTD n=22.
Note data may not add to 100% due to rounding.
-24%
-16% -16%
-16%
-11%
-11%
-18%
-11%
-11%
March April May (through 18 May)
Sales Leader Forecast OutlookVariance Over Time
Apr-Jun Jul-Sep FY2020
6 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Healthcare remains among the most impacted sectors in the near-term
Industry
Apr-Jun
Forecast
Outlook
Jul-Sep
Forecast
Outlook
FY2020
Forecast
Outlook
Sales
Expense
Impact
Timeframe
Healthcare -23% -12% -15% -18% 13 Apr – 18 May
Banking, finance and
insurance -11% -11% -14% -15% 30 Mar – 7 May
Energy and utilities -15% -15% -15% -19% 3 Apr – 11 May
Manufacturing -14% -10% -7% -18% 17 Apr – 12 May
Services -11% -8% -5% -22% 5 Apr – 11 May
Technology and telecom -9% -8% -4% -18% 17 Apr – 11 May
Misc/Other -21% -14% -14% -17% 7 Apr – 13 May
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; n=128 companies; at least 7 companies within a sector to ensure representation.
Most sectors continue to see
a relatively improved financial
outlook, anticipating pent up
demand.
Sales expense impact are
(and have remained) similar
across sectors, with most in
the high-teens, low-20s
percentage impact.
7 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
The majority of sales leaders now no longer expect quota relief
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April n=100, May MTD n=22. Note data may not add to 100% due to rounding.
*Apr reflects survey responses gathered from March and April timeperiods.
26%
15%
19%
7%
0% 0% 0% 0% 0%
33%
17%13%
20%
14%
1% 1% 0% 0% 1%
33%
9%
0%
9%14%
9%5%
0% 0% 0%
55%
Apr* May Jun Jul Aug Sep Oct Nov Dec Will not revise
Sales Leader anticipation of timing of sales target adjustments
March
April
May (through 18 May)May has seen a significant
uptick in number of sales
leaders expecting their
sales targets to not be
adjusted. This is the first
time a majority report they
do not expect relief.
For those expecting
adjustments, the timing
continues to extent later in
the year.
8 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
While uncertainty eases, sales leaders report conflicting demand signals, varying by sector
27% 19% 18%
42%47% 55%
31% 34% 27%
March April May (through 18 May)
Believe pent-up demand should make up for lost revenue
Agree Disagree N/A or Unsure
60% 63%50%
28% 27% 50%
12%10%
0%
March April May (through 18 May)
Currently seeing demand indicators softening
Agree Disagree N/A or Unsure
36% 35% 41%
37% 38%45%
27% 27%14%
March April May (through 18 May)
Believe the COVID-19 implications will result in permanent revenue loss
Agree Disagree N/A or Unsure
Industry
March - % Agree
demand
indicators
softening
April - % Agree
demand indicators
softening
Healthcare 45% 67%
Energy & Utilities N/A 100%
Banking, finance and
insurance 71% 71%
Manufacturing 62% 63%
Technology and telecom 50% 43%
Services 50% 42%
Misc/Other 70% 81%Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April
n=100, May MTD n=22. Note data may not add to 100% due to rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April
n=100, May MTD n=22. Note data may not add to 100% due to rounding.
9 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Customer requests for financial flexibility have increased in recent weeks
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=0 (question
not asked), April n=27, May MTD n=22.
Note: Percentages may not add up to 100% because of rounding.
33%45%
63%55%
4%
March April May (through 18 May)
Customers request price reductions more often than usual
Agree Disagree N/A or Unsure
63% 68%
37% 27%
5%
March April May (through 18 May)
Customers request extended or creative financial term requests more often than usual
Agree Disagree N/A or Unsure
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=0 (question
not asked), April n=27, May MTD n=22.
Note: Percentages may not add up to 100% because of rounding.
10 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Timelines for return of customer demand are extending
Demand return timing
continues to steadily
extend outward, though
roughly a third of sales
leaders maintain an
expected a Jul-Sep
rebound.
33%
22%
9%
5%3% 3% 3%
21%
29%
19%
5%
14%
0%
5% 5%
24%
Jul-Sep ‘20 Oct-Dec ‘20 Jan-Mar ‘21 Apr-Jun '21 Jul-Sep '21 Oct-Dec ‘21 Beyond 2021 Demand has not waned
Anticipated timing of customer demand returning to pre-COVID-19 levels
April
May (through 18 May)
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; April n = 96, May MTD n= 22.
Note: Percentages may not add up to 100% because of rounding.
11 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
A view from the
CFO’s office
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The vast majority of CFOs expect negative revenue impact
13 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Hiring and T&E top the CFO’s reinvestment list
Perhaps not surprisingly, Sales incentive trips
are not a priority.
14 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Further personnel cost reductions remain in view for many CFOs
15 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
The prospect of a second wave has shifted CFO priorities
16 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Sales
Expense
17 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
While fewer companies are anticipating sales RIFs, uncertainty is higher
-17.50%
-18.45%
-15.91%
March April May (through 18 May)
Sales Expense Outlook
10%25% 18%
29%
47%59%
29%28% 32%
March April May
Anticipate RIFs at this point
Agree Disagree N/A or Unsure
11%
5%
21% 21%
11%
32%
18%17%
18% 19%
12%
16%
24%
14%
24%
19%
5%
14%
Quota BearingSellers
Sales Specialists Sales Operations Sales Enablement/Training
SDR/BDR Other
Anticipated RIF Actions by RoleMarch
April
May (through 18 May)
Sales expense outlooks have marginally improved, and nearly 60%
of sales organizations now report they do not anticipate RIFs. Of
those planning or taking personnel actions, an increasing trend
among quota-bearers is anticipated.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=29, April n=100, May
MTD n=22. Note: Percentages may not add up to 100% because of rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=29, April n=100, May
MTD n=22. Note: Percentages may not add up to 100% because of rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=19, April n=77, May MTD n=21.
Note: Percentages may not add up to 100% because of rounding.
18 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Thoughtful sales expense management will allow a more rapid rebound
Source; 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; n = 125 companies.
Note: Percentages may not add up to 100% because of rounding.
CSOs continue a variety of cost
management actions that
prioritize agility
and rebound readiness.
CSOs continue to protect digital
marketing and technology
spend. With customers now
highly available in digital
channels, and many CSOs
reporting significant increases in
digitally placed orders, engaging
customers in a multichannel
fashion is critical.
27% 19%
6%
16% 18% 20%16%
20%
36%
23%
85%
41%
31%35%
28%
55%
37%
59%
10%
42%
51%45%
56%
25%
Prevalence of Expense Actions(as of Apr – 18 May)
Expect to Reduce in Next Three Months Have Reduced No Response
19 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Customer
Engagement
20 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Customers are seeking certainty, but settling for hypotheses and collaboration
CSOs agreed on several actions:
• Assess impact on customer businesses and potential areas to offer
support.
• Create near-term commercial messages that help customers more
effectively manage their business through the pandemic and
aftermath.
• In lieu of data-backed perspective, engage customers with a
hypothesis-led approach. CSOs report very favorable, partnership-
oriented discussions with customers using such a framework.
• Position and arm sellers as “Sense Makers,” helping customers
understand rapidly shifting dynamics.
Uncertainty caused by COVID-19 has caused customer speculation
to run rampant. Most sales organizations have strategic reach
across a broad swath of customers, industry verticals, and
geographies and therefore have unique, evidence-based
perspectives. There is a clear opportunity for suppliers to make
sense of rapidly shifting conditions and bring clarity to their
customers.
21 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Hypothesis-led engagement plan
5 Steps Example
1 Re-visit the long-term plan or strategy “How is your long-term strategy changing or evolving given current
conditions?
2Engage customers with a hypothesis on coming changes
to customer or market behavior
“Here’s what we’re seeing and what we think it means. What do you
think? Would you agree?”
3Explore likely impact to business processes (e.g.
workflow, supply chain, revenue recognition)
“Which processes will likely change as a result of COVID-19, and
which won’t? Here’s what we’re seeing.”
4 Address previously agreed-upon strategic initiatives “Which strategic initiatives will you likely have to revisit or re-prioritize
as a result of these changes?”
5Help customers develop and prioritize actions for a range
of upcoming scenarios
“Let’s lay out the range of actions you might take for each step of the
following three phases, depending on how conditions develop: near-
term protection, mid-term recovery, long-term new normal”
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Customer relationship-building efforts
44% 53%82%
33% 21%5%
23% 26% 14%
March April May (though 18 May)
Have issued clear guidance to our sales teams on how to handle cancelled customer
orders
Agree Disagree N/A or Unsure
26% 36%
55%50%
19% 14%
March April May (through 18 May)
We have conducted “buyer experience” exercises to assess shortcomings in digital
buying experiences
Agree Disagree N/A or Unsure
Given the speed of changing market conditions,
CSOs must continue to prioritize relevant
messaging and positioning of their value
proposition with current dynamics. Gartner
experts are able to support your team in rapid
messaging efforts. Analyst Inquiry is available by
subscription only.
Leading CSOs will accept the near-term, and
likely sustained trend, of virtual selling and adapt
data-rich presentations, interactive discovery
sessions, and other traditional face-to-face sales
calls for this virtual environment. Conducting
buyer experience exercises will be critical to
assess issues and opportunities.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April
n=100, May MTD n=22. Note: Percentages may not add up to 100% because of rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=0, April
n=73, May MTD n=22. Note: Percentages may not add up to 100% because of rounding.
23 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Create near-term commercial messages
that help customers respond smarterCSOs should generate informed (if uncertain) points of view based on their
company’s perspective in markets served and relay this to customers.
• Leading CSOs are assessing patterns in how customers are inadvertently mismanaging their responses to the crisis. Commercial opportunities will exist where assumptions and rapid decision making are driving customers’ business responses.
• As recommendations emerge, CSOs should drive consistent messaging in these critical windows. Omnichannel messaging must reflect a singular and devoted narrative that helps customers manage through the implications of the pandemic.
• CSOs are encouraging their organization to respond as a relevant thought leader with a sharpened focus linking the supplier’s value proposition with the most critical and timely concerns of their customers.
24 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Prepare for more strategic and empathetic sales
conversation
Inspire Customers on a New
Way Forward
Ease the Customer
Decision-Making Process
Empathetically Build
Customer Confidence
Arm sales teams and marketing
channels with compelling
insights that help customers
manage risks, expenses, or
opportunities in a new and
better way, that ultimately leads
customers to appreciate your
unique strengths as a supplier.
Customers skepticism and risk-
aversion will require empathetic
guidance through buying
decisions. Sales teams will
need to help customers parse
through conflicting and
overwhelming information.
Customer decision confidence
will singularly determine whether
new, healthy deals get made.
The sheer inertia required to
make purchases during a period
or economic uncertainty and
recovery must be minimized.
Customers must be provided
with decision tools, impact
assessments, purchase
guidance and other buying
support tools that ease their
decision-making process.
CSOs anticipate that – similar to past economic downturns – customers will need to have a more strategic
conversation to overcome heightened risk aversion and consensus requirements.
25 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Companies are generally readying for a return to live customer visits
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; April n=27, May MTD
n=22. Note: Percentages may not add up to 100% because of rounding.
61%
31%
8%
Developed a playbook/protocols for our field sales teams and specialists to safely visit
customer sites
Agree Disagree Unsure
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; April and May MTD n =
49. Note: Percentages may not add up to 100% because of rounding.
59% 50%
11%
9%
30% 41%
March April May (though 18 May)
Anticipate customers will engage in live (face to face) meetings prior to Coronavirus vaccine
availability
Agree Disagree N/A or Unsure
26 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Summary of CSO Discussion from 8 May: Returning to Live Customer Visits
Decisions on returning to face-to-face customer meetings is shifting from tactical to strategic. What started a simply “when do you think?”
question has now evolved into a potential competitive advantage, assuming that customers are remiss or slow to re-engage in live sales calls. One
clear reaction from this week’s calls: winners won’t wait for face-to-face activity to resume. CSOs planning to wait on the sidelines to meaningfully
engage customers in traditional face-to-face ways run the risk of being passed by competition, which is developing a strategy for virtual customer
engagement.
The virtual sales strategy must address shifting customer decision dynamics, which naturally become more conservative. To be clear, this is
perhaps less a product of the economic circumstance, and more a product of time-pressed, quick meetings where broader organizational
considerations are difficult to assess and address. In other words, a longer-term virtual sales strategy solves for helping customers make complex
decisions virtually, and not the near-term economic situation.
Industries where customers demand live presence need to have clear expectations and protocols. One CSO cited that using CDC, or other public
health requirements, as impartial, third-party standards helps in setting appropriate customer expectations. Instead of having to default to
company policies, or VP+ level exceptions, which can easily cause friction with customers, citing public health standards provides a clear rationale
and expectation. Other guidance shared was based on a multi-step protocol to ensure both customer and sales professional safety which included:
1) all work that can be completed virtually must be, 2) the customer must request the seller conduct a live visit, 3) seller must be healthy, and not
high-risk, 4) seller must undergo a third-party health screen and present this screen to the customer, and 5) the customer must ensure a set of
health protocols are in place to protect the sales professional. Many CSOs have, or are currently, sending PPE kits to sales professionals, as well.
27 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Summary of CSO Discussion from 8 May: Returning to Live Customer Visits (Cont.)
Openly discuss customer expectations on live face-to-face visits. Many CSOs reported that their recent “top-to-top” sales calls have focused on mutual
benchmarking and sharing of plans to open worksites, protocols under which worksites will open, etc. Larger customers are simply interested in
benchmarking timing and approach, smaller customers often have yet to develop a plan and find the input helpful. Start to amass a firmer baseline on
customer expectations, but know this baseline is fluid.
CSOs uniformly agree: if sellers are not comfortable visiting customers, you must support that decision. Even in essential industries, CSOs are providing
vocal, clear organizational support that associates will not be put into any compromising or concerning situations. Many CSOs are finding that corporate
policies are not addressing specific Sales, Sales Support, and other field-based role circumstances, and now working with legal and HR to revise these
policies to make field-based employee protections abundantly clear and simple.
Customer voice and perspective now carry a premium (and will likely continue to). As sales calls have shifted to virtual, the rich, lengthy exchanges that
many sellers, sales specialists, sales leaders and others are used to having – as well as relaying “market perspective” to other customers – is dwindling. This
will put added stress on marketing and sales enablement teams to ensure powerful insights, captured market voice, and keeping sales teams armed with
fresh, relevant perspectives.
Timing expectations when offices open side with nearer term, but mixed expectations on when customers take live visits. June is the consensus timing
for when most CSOs expect offices to open. Over 60% of senior sales leaders also anticipate that customers will take live sales calls before a COVID-19
vaccine is available. But several sales leaders report they are operating under the assumption of largely-virtual sales calls for at least the next year to 18
months.
28 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Seller
Engagement
29 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Most sales organizations anticipate reopening work sites in June/July timeframe
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; n = 38.
0%
10%
20%
30%
40%
50%
60%
May Jun Jul Aug Sep Oct Nov Dec Not applicable
Anticipated Timing of Work Sites Reopening(1 May – 18 May)
APAC Offices EMEA Offices NA Offices LATAM Offices
30 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Few have adjusted quota; roughly 1 in 5 have developed a contingency plan to easily do so
10%21% 32%
59%55%
59%
31% 24%9%
March April May (through 18 May)
Have a plan in place (both triggers and responses) for quota relief for
quota-bearing associates
Agree Disagree N/A or Unsure
8%11% 18%
65% 70%82%
27% 19%
March April May (through 18 May)
Have adjusted quota for quota-bearing associates
Agree Disagree N/A or Unsure
Few organizations have
adjusted quotas, but as many
close in on anticipated
June/July adjustments, a
greater number report having
a cross-functionally approved
plan in place to do so.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April
n=100, May MTD n=22. Note data may not add to 100% due to rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=78, April
n=100, May MTD n=22. Note data may not add to 100% due to rounding.
31 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Commonly considered comp actions are centered on short-term or activity-based plans
Relatively few sales leaders
have adjusted compensation
plans at this point, with the most
common actions centered on
near-term SPIFs to spark sales
activities. We expect this to
continue as sales targets
generally go unaffected.
Gartner experts are able to
support your team on
compensation questions.
Analyst Inquiry is available by
subscription only.
18%9%
27%
5%5%
5%14%
14%
14%5%
59%41%
23%
36%
82%
18%36% 36%
45%
9%
Make changes to quarterlyor monthly payouts
approach (e.g., pay allsellers at target or create
a recoverable or non-recoverable draw)
Make changes to payoutcurves or other pay rate
mechanisms (e.g.,eliminate thresholds orreduce payout slopes)
Launch contests or spiffsfocused on short-term
outcomes under currentconditions
Launch new plans basedon MBOs or seller
activities
Reducing base salaries ofsellers
Compensation Plan Actions(as of 1 May– 18 May)
Have taken Will take in next 3 mos Will not take Unsure
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; n = 45 companies.
Note: Percentages may not add up to 100% because of rounding.
32 © 2020 Gartner, Inc. and/or its affiliates. All rights reserved. CM_GBS_918863
Shifting views on sales as a field-based role
Nearly 20% of sales leaders are
actively considering shifting field
to virtual sales on a permanent
basis, with another third unsure
of how they’ll proceed.
Nearly half of sales leaders
report increased activity levels
(not necessarily sales
productivity, given few deal
closures), which highlights an
emergent tension in where
sellers conduct business.
Many CSOs do cite a high
likelihood of shifting sales
specialists roles to virtual,
offering more scalable access to
these resources.
10% 19% 18%
62% 51% 45%
28% 30% 36%
March April May (through 18 May)
We are now considering shifting traditional outside/field sales to virtual sales positions on a
permanent basis
Agree Disagree N/A or Unsure
49% 50%
32% 32%
19% 18%
March April May (through 18 May)
Seller activity levels (e.g. sales calls/day) have increased during this work-from-home period
Agree Disagree N/A or Unsure
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=29, April
n=100, May MTD n=22. Note data may not add to 100% due to rounding.
Source: 2020 Gartner COVID-19 CSO and Sales Leader Pulse Survey; March n=0
(question not yet asked), April n=73, May MTD n=22. Note data may not add to 100% due
to rounding.
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CFOs are uncertain on how to re-introduce employees to worksites
Few CFOs foresee either of two
extremes happening with “return
to work” scenarios: all
employees having to return, or
no employees returning to work.
A general sense of uncertainty
and voluntary return to worksites
are most commonly cited.
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CFOs largely following local gov’t guidance; few cite C-19 testing to return to worksites
RESTRICTED DISTRIBUTION
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Email: [email protected]
View additional Gartner resources
to prepare for the business impact
of coronavirus:
gartner.com/en/insights/coronavirus