How to Convince Senior Leadership of the Value of Brand Marketing in B2B Firms

Introduction

In the world of B2B marketing, the value of brand marketing is often overlooked or misunderstood by senior leadership. Despite the undeniable benefits it brings to businesses, convincing executives to invest in brand marketing can be a challenging task. In this article, we will explore the strategies and tactics that B2B marketers can employ to become internal influencers and effectively convey the value of brand marketing to senior leadership.

The Battle to Convince

Many B2B marketers find themselves in a constant battle to convince senior leadership of the worth of brand marketing. John Coldicutt, marketing director at Xero, shared his experience of using his influencing skills internally to gain support for brand marketing initiatives. He even went as far as hiring a marketing expert to present to the leadership team, recognizing the need for an external voice to reinforce the importance of brand marketing¹.

Katherine Bailey, marketing director at EY, highlighted the struggle against short-term decision-making in favor of long-term brand building. Despite the knowledge that long-term investment in brand building pays off, she constantly faces the challenge of prioritizing immediate business growth over brand investment¹.

This sentiment was echoed by Christopher Stemborowski, senior director of global strategy at ServiceNow. He expressed frustration at the lack of understanding and support for brand building compared to product-focused initiatives. Stemborowski believes that the root cause of this issue lies in the difficulty of translating the long-term benefits of brand building into tangible results that resonate with leadership¹.

Building Relationships Within the Business

To secure investment for brand marketing in B2B firms, building relationships within the business is crucial. Katherine Bailey emphasized the importance of consistently staying in touch with the CFO and nurturing that relationship. By keeping brand investment high on the agenda, marketers can increase their chances of securing the necessary support¹.

John Coldicutt shared a strategy to get the CFO “excited” about brand building: demonstrating how it can lead to increased price elasticity. When a brand successfully cuts through with its audience, the focus on price becomes less significant, making it easier to justify investments in brand marketing¹.

The Role of Incremental Growth

Christopher Stemborowski believes that accepting the reality that companies can grow and be profitable without marketing is essential. While a great product and a strong sales team may be enough to go public, Stemborowski argues that a focus on incremental growth is necessary for sustained success. Brand building plays a crucial role in achieving incremental growth by differentiating a business and attracting loyal customers¹.

Selling to Human Beings with Emotions

John Coldicutt reminds us that B2B marketing is not purely transactional. B2B marketers are selling to human beings with emotions. Building a strong brand relationship between two firms requires significant investment and commitment. Unlike FMCG brands, where consumers may switch brands easily, B2B relationships are more akin to a marriage. Understanding the emotional aspects of B2B marketing can help marketers make a compelling case for brand investment to senior leadership¹.

Conclusion

In conclusion, becoming an internal influencer is crucial for B2B marketers who want to convince senior leadership of the value of brand marketing. By using their influencing skills internally and building relationships with key stakeholders, marketers can increase their chances of securing support for brand building initiatives. Recognizing the importance of incremental growth and the emotional aspects of B2B marketing can also help marketers make a more compelling case for brand investment. With these strategies in place, B2B marketers can successfully convey the value of brand marketing and gain the necessary support from senior leadership.