B2B buyers might be hard to find, but they are out there

Matt Binz, senior director, martech & applied intelligence, The MX Group: “In B2B, you almost never get a perfect signal that someone is ready to buy. Intent data helps, but it is messy. Some accounts light up for no real reason. Others stay quiet even when they are actively shopping. So treating intent as the whole strategy is a mistake. The real advantage comes from everything you did before those signals showed up. Familiar brands get the first look. Helpful content gets remembered. A clear perspective builds trust. Those basics still matter more than people admit. When intent finally appears, that is your cue to tighten the focus. Engage the right accounts, be relevant and make it easy for them to move. Too broad wastes time and money. Too narrow leaves you invisible. The best programs build demand over time and keep a close eye on the few who are ready now. That mix is what gives you the confidence to make the first move.”

Bill Burkart, president, VML: “In the complex B2B world, purchasing decisions, like personal relationships, hinge on timing and trust, not external pressure. Customers, with their multi-stakeholder processes, dictate their own schedule; marketers cannot rush this. The goal is ‘always-on’ communication, ensuring brand relevance when their timing aligns. Effective marketing builds emotional connections, moving beyond mere data. A crucial strategy is addressing Fomu (fear of messing up) rather than Fomo (fear of missing out), as B2B decision-makers primarily seek to avoid mistakes. Marketers must position solutions to reduce perceived risk, empowering customer success with confidence. Credible proof, such as authentic customer stories and trusted third-party endorsements, is essential. By consistently building trust and demonstrating value, brands establish themselves as reliable partners, poised for engagement when customers are finally ready.”

Nick Kay, brand and creative strategist, Luxid UK: “The decisions of B2B buyers can be notoriously elusive – but even more elusive are the identities of the group that influences them. Yes, we are talking about hidden buyers, those individuals from finance, legal, IT and logistics, ready to stall your project with internal misalignment, or simply from lack of attention. While data and targeting create relevance, it often comes to nothing without alignment created by a strategic brand approach – and ensuring each stakeholder has a clear reason to see the value in it for themselves. So, once you’ve added these tricky hidden buyers to your ABM lists, don’t bombard them with your best product materials. It’s plain English thought leadership – speaking honestly to their needs – that brings them into the conversation. Brand-first, emotionally led creative wins out. And remember, these people probably won’t know who you are, but you can be sure they’ll have an opinion.”

Andrew Kyrejko, VP group director, strategy, Momentum Worldwide: “As the buying group becomes larger and more diverse (two-thirds of the buying team is now Millennial and Gen Z), go-to-market strategies must account for a variety of behaviors and expectations. This means implementing a highly flexible system for engagement that supports more interactions than ever before. At the core of the system are a variety of content types, event approaches and media integrations designed to meet more buyers wherever they are, in more ways that drive greater action. For example, events can no longer confine buyers to a single, pre-determined agenda with mostly passive content. Buyers look to experiences that offer meaningful choices, prioritize co-creation and facilitate deeper connections with peers. At first, this may sound like complexity that could be challenging to manage. To avoid this, brands must diversify engagement carefully to create more opportunities without compromising on quality execution.”

Alex Swann, founder, Lesniak Swann: “We find there’s a balance to strike between the laser precision of ABM and the blunt, undeniable tractor beam of well-executed brand awareness activity. In fact, the closer you look, the blurrier the line between them becomes; ABM success increases where targets already have a favorable view of a brand. So, it’s worth seeing these two elements as different stages of the same process. Brand, done well, allows you to build fame, a sort of social capital you can then call on with carefully targeted ABM. Over-index on brand and you won’t be fully reaping what you sow; over-index on ABM and you’ll find your ROI diminishing.”

Henry McIntosh, founder, Twenty One Twelve Marketing: “At 2112, we specialize in engaging hard-to-reach audiences, from UHNWs to senior leaders at the world’s largest companies. For us, data and ‘old school’ tactics aren’t opposites; it takes two to tango. Data builds the map: refined audiences in Sales Navigator, web pixels for remarketing, CRM segmentation and lead scoring and sentiment and social listening to see what they’re saying, reading and where they’re showing up. Then comes the human layer. Most elusive audiences hate being sold to, so we focus on creating what we, at 2112, call unmissable value: peer-led and strategic partnerships, co-created thought-leadership, executive roundtables, utilizing events where trust already exists and making our clients’ top experts more visible to prospects. Most companies struggle because their marketing is product-focused; for elusive audiences, everything you do at the top of the funnel should be about providing value. Once it’s all in motion, we’re tracking engagement signals, nurturing interest and moving prospects seamlessly into our ABM system. The sweet spot? Data for insight, old-school tactics for connection. People still buy people: that hasn’t changed and it won’t any time soon.”