It’s accepted that business customers and traditional consumers don’t buy in the same way – they’re driven by different impulses and respond to different approaches – so the assumption is that we should market to them differently.

But is conventional wisdom outmoded? Does it still hold true that B2B product development is driven by technological progress, while B2C is mainly driven by fashion and trends? Are B2B purchases really a considered, group decision? Is it an over-simplification to dismiss consumer buying behaviour as personal and more impulsive?

Rational or Emotional?

Customer purchases are typically considered to be a one-person process, where the consumer is the sole budget holder, researcher, decision-maker, purchaser and end-user. In contrast, B2B decisions generally involve a host of different people from various departments – perhaps with competing or conflicting needs and agendas.

However, just because a business decision-maker is parting with his employer’s hard-earned cash instead of his own, doesn’t mean he’s only open to rational persuasion. Sure, if it’s a big ticket item, he’s likely to be a collaborative influencer or authoriser and even if it’s a small purchase, such as consumables, his decision may still be challenged by a departmental budget holder who demands confirmation of value for money. But although buying a new server, for instance, isn’t exactly retail therapy, it doesn’t mean that B2B choices are made in an emotional vacuum.

Time for a new paradigm?

Perhaps it’s time to challenge some of the traditional precepts that perpetuate this kind of polarisation. Are B2B purchases necessarily more complex? Many B2B transactions are so commoditised these days that with the advent of enterprise automation, replenishment can be reduced to the press of a button.

Consumers, on the other hand, are becoming increasingly savvy. They no longer tolerate a hard sell unquestioningly, preferring to be selective about the communications in which they are engaged. The rising popularity of price comparison sites and online consumer review centres indicates a desire to interrogate the face value of an offering, with extensive research and evaluation being undertaken prior to purchase. The main shopper in the household may not be the chief earner, so a degree of intra-familial consultation may be required on day-to-day expenditure as well as major purchases. Add to that the bewildering array of consumer products, from mortgages and utilities to HDTV and superfoods, that require the general public to assimilate and act on complex messaging on a daily basis and it’s no longer a case of pitching desirable brand values to the lowest common denominator.

It starts with communications…

The process of converting business prospects into customers can be a long and involved course of action, with multiple touches in the form of integrated campaigns and a focus on education and relationship building. Many B2B marketers assume that content really is king, spawning a proliferation of white papers, testimonials, case studies and datasheets that tend to be highly product-focused. But the ability to substantiate market leadership claims or demonstrate technical proficiency is not necessarily proportionate to the amount of collateral you can force-feed into the sales cycle.

Although the call to action for B2B is often substantially more complex than B2C, this shouldn’t be used as an excuse for being inwardly focused or over-complicating the issues. In fact, the more sophisticated the offering or task involved, the greater the need for simplification. Credibility and professionalism need not come at the expense of an entertaining or engaging piece of communication.

…and ends with branding

A trait of B2B marketing, where brand investment tends to be significantly lower than in the B2C space, is that the reputation of your company may be inextricably bound up in personal relationships. Brand experience may be inconsistent from client to client depending on their interaction with their primary contact. And although your sales people may personify your brand, this can place an unhealthy reliance on a resource that could walk out of your door and onto a competitor’s payroll.

That’s understandable. But what B2B marketers often forget is that not every business purchase is as prosaic or short-lived as a printer cartridge. B2B communications aren’t supposed to shift boxes off shelves – they’re about shifting perceptions. B2B decisions can often have long-term implications – it’s not about a one-off purchase but often about entering into a long-term vendor relationship that may include support, upgrades or some other kind of follow-up.

Conclusion: don’t be overlooked!

B2B marketing is not about rousing normally sanguine professional buyers to make irrational and emotive decisions. But an explosion of choice in many B2B marketplaces means that prospective purchasers may be overlooking you for the ever-expanding line-up of their beauty contest.

Today, a polarised approach to the language and content of business and consumer communications may no longer be appropriate. And as with B2C, your B2B brand carries an implicit promise: it becomes a shorthand for your offering that makes you immediately recognisable and helps to differentiate you in a crowded space.

So in these more enlightened times, the key lessons that B2B marketers can take from their B2C brethren is that business people are people first and business second, and that we must remember to fulfil our brand promise with every message we send.

By Drew Nicholson
DNX Ltd.
Email: Drew.n@dnxmarketing.com
Web dnxmarketing.com
Tel: +44 (0) 1483 202 949
Mobile: +44 (0) 7971 817 430