that requires effective and distinctive marketing. B2B marketing has grown from product selling to value selling . Suppliers must demonstrate that they understand their customers’ situation and problems and deliver value that the competitor does not have. That means: focusing on the customer’s needs and showing that in your communications. But not everyone notice that. Few are able to give an unequivocal answer to questions such as: ‘Why would someone choose your company?’ or: ‘What actually distinguishes you from your competitor?’
Poor cooperation with the marketing department
For others, efforts are made, but they are not entrustd to the marketing department. Many internal experts at B2B companies believe that because they are experts in their field, they also know best how to transfer that knowledge. In my experience, this applies especially to knowledge-intensive companies and institutions where highly skilled professionals develop specialize products and (advisory) services: business, financial and legal services, consultancy and coaching agencies and research institutes. Many MarCom departments there (if any) are not to be envid, because their role has been strippe of any strategic input and reducd to making a product leaflet or placing a supplie text on the site.
It takes effort and ingenuity to make those internal experts understand that a website is an outside-in medium. That it is entirely the question whether the own story has any relationship with the goals with which prospects visit the site or whether the jargon usd matches the ‘trigger words’ that they have in their COO Email List head when they start their search at Google . Getting to know real customers is the best way, for example by attending user tests. In my experience, designing buyer personas together with the MT is also a first, good way to make the switch tangible in perspective. Furthermore, communication and marketing must be recognize as disciplines in themselves. For marketing departments there is an (admittely: heavy) task to:to strengthen their internal position, to create support and to clarify their value for their employer.
Traditional division of roles between sales and marketing
The traditional division of roles between sales and marketing (marketing provides the leads, sales convinces the customer) and the accompanying balance of power (marketing subordinate, sales on top because responsible for turnover) is shifting . Sales had the contact with the customer and that’s where it happened, so why spend a lot of time and money on an indirect medium like a website or other online channel? And that is a missed opportunity now that the traditional personal relationship is under pressure due to the growing role of the internet during the buyer cycle .
Business buyers are becoming less dependent on the old face-to-face relationship and start looking for information themselves: on the sites of all providers and with their peers via various social media. This increases the importance of online (inbound) marketing. The often difficult relationship between sales and marketing (of which point 2 is an example) is an unnecessary stumbling block, because both have data that can benefit the other. And they ultimately have the same goal: to generate revenue for their employer.