Exhibit 3 Web <2026> Exhibit <4> of <8> ffflfi-ffi  fifi         fi         - fl      fi          -ffi    -  ffflfifi-ffi    -   ffiffi  ffiflffi  ffi ¹ % of respondents ffflfi-ffi           ffi Note: Figures may not sum to 100%, because of rounding. ¹Question: “How likely or not likely are you to stop working with a supplier if they did any of the following?” (% of respondents who said “definitely” or “probably”) Source: McKinsey Global B2B Pulse Survey, Dec 2025, n = 3,664; Australia, Brazil, Chile, China, France, Germany, India, Italy, Japan, South Korea, Spain, UK, US Too many unwanted communications Unable to connect to same person who helped me earlier Limited flexibility to do my own research before talking to a sales rep I am transferred to different teams or people before someone will help me Poor experience via website, web store, chatbot and/or contact page Does not offer a sales experience tailored to my business Unable to interact across channels Difficulty connecting people with the knowledge or authority to help Different teams provide inconsistent information about factors such as price, availability, or lead time 52 52 51 50 48 47 43 41 39 comfortable with digital purchases than they were in previous years (2022 and earlier). In the 2022 survey, for example, 59 percent of respondents were comfortable placing orders of more than $50,000 online. This year, that number has jumped to 73 percent. It’s also important to understand that digital commerce is about much more than simply enabling online orders. Instead, it encompasses a fully optimized purchasing experience—one that integrates data, enables transparency, and streamlines ordering. Organizations that fail to provide such capabilities continue to find themselves at a structural disadvantage. In last year’s survey, for example, buyers cited poor-quality digital experiences and gaps in cross-channel tracking as the top two reasons they switched suppliers, followed by difficulty accessing knowledgeable representatives. This year, the focus has moved upstream, with buyers citing inconsistent information across teams as the top reason for switching, followed by the inability to access knowledgeable representatives (cross-channel tracking gaps were still present at number three) (Exhibit 3). The implication is clear: Buyers are now judging suppliers based on their ability to operate as one integrated commercial system, orchestrating and engaging customers across all channels. 8 The surprising economics of B2B growth: The new survival threshold—and what it takes to thrive