If you’re a B2B marketer, do you ever hear this around your office?

“Research is too expensive.”
“We don’t have time to do any customer outreach.”
“And anyway, we know who our customers are.”

We recently completed a project that proved how, in B2B marketing, a little insight leads to a better strategy, which drives a better creative solution. And it isn’t as difficult, time-consuming or expensive as you might think.

Our challenge came from a manufacturer of products that go into the built environment. (Details are disguised. Even if you don’t target that market yourself, you probably work in an industry where there are multiple decision-makers or influencers for your products or services, so hopefully this example will still have relevance for you.)

The challenge was: “Get us spec’d more.” Our first question was, “Do you mean literally that you want to be on ‘the spec’ or do you want to sell something?” Just semantics? Not really.

The marketer had focused its efforts at the contractor. But two competitors dominated the specifications emanating from what we will call consultants. We wanted to know: What are the real pressure points in the selling process, or more accurately, what are the real influence points in the buying process?

So we talked with some consultants and some contractors. We also talked with building owners and facility managers. And the editors covering these audiences for trade publications/websites. We found that, for sure, the consultants put manufacturers and/or brands on the spec. But many building owners or facility managers keep a preferred vendor list, so the consultant starts with a short list of specific suppliers and brands to be used on all projects. If you aren’t on the short list, you won’t be on the spec.

Also, the consultant’s perception is that the contractor can match the spec with whatever manufacturer or brand they choose as long as it meets the criteria. Some of the contractors, on the other hand, don’t feel empowered to change the spec, while others feel they can and may actually be required to get multiple bids.

So the contractor ultimately buys the product in an actual transaction, but the chain of influence from the owner/manager to the consultant to the contractor is anything but straightforward or consistent.

With this insight, we were able to craft a strategy and develop messages for each of these buying influences. At every layer, there are multiple ways of making a decision. Our solution had to address each audience at every stage. To get on the owner’s preferred vendor list. To get on the spec via the consultant. To stay on the spec at the contractor, or to provide good reasons to help change the spec.

How long did all of this take? Couple of weeks. Not bad when the result is a more on-target, nuanced, effective strategy at every stage of the process.

More about knowledge-driven marketing communications.