What to Look for When Choosing a LinkedIn Marketing Agency for a B2B Engineering Business

LinkedIn has rapidly evolved to work exceptionally well for B2B campaigns. However, in the wrong hands, it has also developed the ability to consume sizeable budgets and leave very little to show for it.

The fact is, LinkedIn is one of the few platforms where you can reliably reach engineers, technical decision‑makers, and operational leaders. But success in B2B engineering doesn’t come from LinkedIn Ads alone. It comes from how well the agency running those ads understands complex buying behaviour, technical credibility, and the need for commercial outcomes.

If you’re contemplating or already evaluating “specialist” LinkedIn marketing B2B agencies for your engineering business, the following are the characteristics to look for in a prospective agency that really matter.

Determine if they understand why most generic LinkedIn strategies fail in the engineering sector

Engineering and industrial markets are fundamentally different from mainstream B2B. You’re dealing with niche audiences, highly specialised roles, and buying decisions that involve engineers, operations, and commercial stakeholders, often coupled with long, research‑driven sales cycles.

Many specialist LinkedIn agencies struggle because they try to graft broad, “tried and true” playbooks that include generic targeting, superficial “thought leadership”, and optimisations based solely on clicks or engagement. This approach might look good on a dashboard, but it very rarely results in a successful pipeline.

The agency you want will recognise that engineering audiences are usually small and highly specialised, potentially very valuable, but generally quite sceptical of marketing. What makes the difference to a marketing strategy for this audience is that it must reflect how those buyers research, evaluate, and justify their internal decisions.

Targeting goes far beyond job titles

If a prospective agency’s targeting strategy starts and ends by going after job titles like “Engineer” or “Engineering Manager,” that should be a yellow flag.

Good LinkedIn specialists understand that engineering job titles are inconsistent and very often meaningless without context. Instead, they build layered targeting strategies that are a more refined mix of  job titles with skills, industries, and seniority.

Just as importantly, they know what to exclude, such as students, job seekers, and tyre kickers who may inflate lead numbers but represent zero value. The bottom line here is that really homing in on what comprises a specific audience matters far more than overall reach.

Better they obsess over lead quality than lead volume

One of the most common frustrations engineering leadership teams voice is: “We’re getting tonnes of leads, but the sales team say they’re useless.” This can be a frequent source of internal friction that is counterproductive.

Experienced agencies like Napier design LinkedIn campaigns with qualification baked in. Lead forms don’t just collect names and titles, they identify role type, company fit, and, whenever possible, purchasing intent. The marketing agency will work very closely with sales to define what, to them, constitutes a qualified lead across engineering, operational, and commercial stakeholders.

Remember this, a few high‑quality conversations will always outperform high volumes of poor‑fit enquiries.

Find out if they measure success in bottom line revenue - or vanity metrics

Clicks, impressions, and engagement are all well and good, and they’re easy to report. Pipeline activity and revenue generation, on the other hand, are harder to quantify, but that’s part of the agency’s job.

A credible LinkedIn agency will be able to clearly articulate how they measure success. They will be able to talk confidently about cost per qualified lead, opportunity conversion rates, and pipeline contributions.

If an agency can’t explain how your LinkedIn spend will translate into revenue generation, they’re spending a lot of your money optimising your campaign for the wrong thing.

They can create content that engineers trust

Engineers are technically literate and, therefore, highly sceptical of marketing fluff. Verifiable facts matter to them. This means that the content they expect is educational, practical, and grounded in real‑world applications.

The best agencies don’t pretend to be engineers but do demonstrate a genuine interest in technical understanding. For example, they will be eager to collaborate with subject‑matter experts, both internal and external, to ensure their LinkedIn campaigns reflect real solutions to engineering challenges rather than hype.

They deliver a structured, yet adaptive process

Look closely at how an agency operates once a campaign goes live. Comprehensive onboarding, deep discovery, continuous testing, and strategic iteration are non‑negotiable if you want to be successful in technical markets.

LinkedIn success in B2B engineering is not about “one and done” campaigns. It’s about building a consistent, repeatable, optimised process that can evolve as market conditions, audiences, and commercial priorities change.

Choosing the right LinkedIn marketing agency is all about selecting who truly understands how engineers and industrial buyers think and make decisions. Napier’s in-house digital team understands this importance and how to turn LinkedIn campaigns into tangible, measurable financial success for your business.

Get in touch with the team to find out more.


Electronics Weekly Moves to a Fully Digital Publishing Model

In April 2026, Electronics Weekly began a new chapter in its long history, transitioning to a fully digital publishing model. The move marked a significant milestone for a title that has served the global electronics engineering community for more than 65 years, reflecting both changing reader behaviours and the growing opportunities of digital media.

The transition was not simply about ending print. Rather, it represents a strategic investment in digital content, data, and events that enables Electronics Weekly to deliver greater immediacy for its readers while offering advertisers more measurable value. As engineers and industry professionals increasingly access information online, the publication is now fully compatible with how its audience now reads, engages and connects.

Editor Caroline Hayes described the change as an energising evolution for the brand. “The immediacy of the web is exciting,” she said. “It enables us to deliver information closer to events as well as more options for readers to digest news and information.”

This immediacy underlines the publication’s ambition to expand digital formats, including daily news, in‑depth analysis, video, podcasts, and a growing programme of online and virtual events.

The final print edition of *Electronics Weekly* was published on 18 March 2026, wrapping up a proud chapter in print publishing. The focus now is firmly on digital innovation. A new-look website is planned for later in the year, designed to enhance the user experience while supporting deeper data insights and richer content formats.

According to Steve Ray, associate publisher of Electronics Weekly, the move was in direct response to market needs and future‑proofs the publication. By going fully digital, the team can invest more heavily in what readers and partners value most: trusted journalism, timely insights and meaningful engagement. Importantly, the digital model also better serves the publication’s large and growing international audience, ensuring that quality journalism remains accessible worldwide.

For advertisers, the benefits of the digital transition are equally compelling. Enhanced digital programmes will include CPL lead generation, improved campaign attribution and expanded audience insight and benchmarking capabilities. These tools offer greater transparency and clearer return on investment, helping brands connect more effectively with a highly specialised and influential audience.

Alongside daily journalism, Electronics Weekly will continue to expand its respected awards programmes, including the Women Leaders in Electronics and Elektra Awards, as well as its calendar of content‑led events. One highlight for later in 2026 is the Energy Efficiency in the AI Age virtual event in October, which will bring industry voices together to explore emerging challenges and opportunities.

We look forward to seeing how Electronics Weekly will continue to innovate and inform in its new format.


Human vs AI-Generated Content: Why the Difference Still Matters in B2B Marketing

Almost every week, someone, somewhere asks a version of the same question:

“Is AI now good enough to replace human marketers?”

Let’s face it. AI is everywhere. It writes emails, outlines white papers, suggests headlines, and produces content at a speed that would have been unthinkable just a few years ago.

But while the technology has changed fast, the fundamentals of effective B2B marketing haven’t. And that’s why the difference between human- and AI-generated content still matters, perhaps more than ever.

So, to answer the question….

Yes, AI is good enough and genuinely useful… for some things

There’s no question that AI has earned its place in modern marketing teams.

That’s largely because AI is phenomenal at accelerating workflows. It can summarise complex documents in seconds, create a long report and present it in multiple formats, or generate a serviceable first draft when you’re floundering in search of a place to start. For stretched marketing and creative teams under constant pressure to produce more with fewer resources, an AI-supported boost matters a great deal.

AI is also generally very good at handling structure. Tables, comparisons, objectively neutral rewrites and other tone adjustments are all things AI can do quickly and consistently. Used well, it helps to reduce friction in the marketing process by taking care of the more tedious, mundane tasks, which frees humans to focus on higher‑value, and often more creative, work.

Where the AI cracks start to show

The problems begin when AI is asked to do more than process information.

In real-world B2B projects, AI-generated content often *sounds* confident while actually being quietly wrong. Facts are slightly off kilter. Claims are so broad they start feeling less believable. Bold statements feel plausible but don’t quite stand up to scrutiny, especially in specialist markets like engineering, electronics, or industrial technology.

And probably, most important, AI lacks judgement. You must remember that AI is only repeating what someone wrote about something, somewhere, one day. It did not rationally and objectively arrive at its reply to your query, but it can almost make you feel as though it did.

Importantly to marketers, AI doesn’t know which detail will trigger a buyer’s scepticism, which insight might be commercially sensitive, or which message simply won’t have enough runway to land with a technical audience. AI can’t read the room. It doesn’t understand internal politics, competitive nuance, or strategic intent.

And AI doesn’t originate insight. It simply recombines what already exists. It’s efficient, yes, but it’s certainly not original.

The growing credibility issue

One of the biggest risks we see emerging from irresponsible or inexperienced use of AI is damage to credibility.

Journalists and potential product customers are being inundated with near-identical blogs, articles, and white papers. The wording changes slightly, but the structure, arguments, and conclusions have a ring of familiarity, and not in a good way. You feel as though you are being told the same thing, just in a slightly different way, whether it’s for airline tickets or bedroom slippers. In some cases, it’s patently obvious that the company name has simply been dropped into an AI-generated template and set to “spin”.

In B2B, trust underpins long and complex buying cycles, so vague familiarity that leads to loss of credibility is dangerous. When content feels generic, the brands they represent feel generic, too. And once you lose credibility, you’ve just created a credibility deficit that’s very hard to recover.

All of this is to say that human-written content has something AI can’t replicate: experience, opinion, and accountability. It shows that someone has thought deeply about the problem, formulated an informed position, and is prepared to stand behind it. The only thing AI will stand behind is itself. It is designed for self-preservation.

This isn’t humans versus machines

The biggest mistake most business professionals make is framing this debate as an either-or choice. It’s not us vs them.

The most effective B2B marketing today comes from a combined approach. Humans provide direction, strategy, and judgement about what matters, what’s risky, and what’s worth saying. AI accelerates the execution, handles the initial research, lays the groundwork, and explores the options, all of which helps to diminish unnecessary and often repetitive effort to reach the designation. AI can virtually take 50 different roads in an instant and signpost which one is likely to be best suited for you to reach your marketing campaign destination. You, then, only have to take one journey (OK, maybe two).

What we’ve found in real-world experience and conversations with global peers, especially in recent years, is that the marketers who perform best are those who understand their market deeply and can use that knowledge to brief an AI model, challenge its output, and refine its wording. The value is no longer a case of cranking out words, it’s in crafting and shaping them.

And if we get that balance right, AI won’t replace marketers. It will make the good ones more valuable than ever.

Want to learn more about Humans Vs AI? Catch up on our on-demand webinar:

https://www.napierb2b.com/2026/01/human-vs-ai-machine/

 


Why Account Based Marketing Works: A Strategic Path to B2B Growth

Account‑based marketing (ABM) has rapidly evolved from a niche tactic into one of the most effective strategies in modern B2B marketing. Insights gained from a Napier podcast featuring Anna Tsymbalist, the Head of ABM at Influ2, an ABM platform, theorise that ABM’s power lies in its ability to focus, personalise, and align teams around the accounts that matter most. Rather than casting a wide net and hoping for the best, ABM treats individual accounts as their own markets, an approach that has been shown to consistently deliver deeper engagement and higher‑value conversions.

A Strategic Focus on High‑Value Accounts

Unlike broad‑based marketing, the cornerstone of ABM effectiveness is founded on a deep, root and branch understanding of specific target accounts, i.e., their decision‑makers, business or operational challenges, goals, and buying behaviours. The shift from generalised outreach to high precision targeting is what enables marketers to create campaigns that resonate on a highly individual level.

Having exhausted traditional lead‑generation methods, Tsymbolist says that a shift to highly targeted ABM programs revealed opportunities that traditional generic outreach could never identify. Clarity enables organisations to prioritise the accounts most likely to convert, ensuring marketing efforts are more likely to deliver meaningful business outcomes rather than throwing money at no-hopers.

Precision Targeting Reaches the Right People

ABM thrives on precision engagement right at the contact level. Tools like Influ2 have led the way in hyper‑targeted advertising, enabling marketers to reach specific people within an account, not just the company broadly. This level of granularity has two major advantages:

  1. Higher relevance: Messages cut through the noise and home in on the exact individuals involved in purchase decisions.
  2. More visibility: Marketers gain contact‑level insights into impressions, clicks, engagement, and intent.

In many cases, contact‑level accuracy can achieve up to 98%, dramatically reducing wasted spend and increasing the likelihood that tailored content truly lands with the intended audience.

Interestingly, this level of precision also makes ABM more adaptive. As a prospect interacts with the content, the messaging can often be adjusted in real time to ensure relevance the moment needs are perceived to shift.

Syncing Sales and Marketing

ABM effectiveness also requires much tighter integration between sales and marketing teams. That’s because ABM necessitates shared ownership of strategy, messaging, and outreach.

This alignment helps both teams:

  • Agree on what qualifies as a high‑priority or “hot” lead
  • Accurately interpret data
  • Avoid miscommunication and duplicated effort
  • Create a smoother and more consistent buying experience

When sales and marketing operate in lockstep, accounts migrate more efficiently through the funnel, and conversion rates often soar.

Technology That Amplifies Impact

We have focused so far to a large degree on the human element of ABM, but modern ABM would not be possible without technology. The ability to heighten targeting accuracy, deliver engagement insights that matter, and streamline campaign execution replaces wasteful and often-frustrating guesswork with data‑driven decision‑making.

Technology also supports continuous optimisation. ABM requires continuous refinement based on account feedback. With the right tools, marketers can test, learn, recalibrate, and execute quickly.

A Human‑Centric Approach

Despite ABM’s sophistication, its effectiveness is directly linked to a simple truth: “people are human”. Whether marketing to consumers or businesses, it is individuals with a brain, heart, and soul who respond to clarity, relevance, and empathy. Simplified messaging, slicing through jargon, and communicating human value in human terms builds trust and fosters connection, all of which are central drivers of ABM success.

ABM Works Because It Matters

Account‑Based Marketing works because it aligns focus, precision, personalisation, and team collaboration around the accounts that matter most. By understanding target accounts inside and out, tailoring messaging to their specific needs, and leveraging technology to reach the right people at the right time, ABM has been proven to deliver measurable, sustainable growth. For any business navigating the complexities of the B2B landscape, ABM isn’t merely another strategy to consider, it is now a strategic imperative.


Using Google Ads to Generate Qualified Leads in Electronics Manufacturing

For many electronics manufacturers, Google Ads can feel like a double‑edged sword. On one hand, it promises visibility in front of engineers and procurement teams actively searching for solutions. On the other, it often delivers a flood of enquiries from students, hobbyists, or organisations that sales teams ignore because they were never a target market to begin with.

B2B marketers such as those at Napier who are working in technical and industrial markets have seen this pattern play out many times. The issue isn’t that Google Ads “doesn’t work” for electronics manufacturing, it’s that it’s frequently conceived and deployed with the wrong strategy, i.e., a focus on technical intent rather than raw traffic. Google Ads can be a powerful driver of qualified leads, but only if the message, campaign, and deployment are clearly thought out across a range of relevant criteria.

Why Google Ads Struggles in Electronics Manufacturing

Electronics manufacturing is different from e‑commerce or SaaS. Buying cycles tend to be lengthy, purchasing decisions often involve multiple stakeholders, and the products themselves can be puzzling to the non-indoctrinated. Yet many Google Ads campaigns in this space are set up using generic lead‑generation playbooks.

The biggest problem for Google Ads in electronics manufacturing is keyword strategy. Broad, high‑volume keywords might make a report look good, but they too often capture research‑driven searches rather than the genuine buyer intent the client is after. The fundamental problem is that so many agencies use search terms relating to “how‑to projects” or general learning offers that attract students and specialist hobbyists rather than engineers looking for a multi-million manufacturing partner.

Another issue is a lack of filtering. If you don’t take the time to ensure you have a robust negative keyword list, coupled with audience exclusions, your campaign will pay for clicks that were never going to result in revenue. The marketing department will celebrate the number of leads, but sales will grumble that most of those “leads” are useless wastes of time and money.

It is also important to point out that conversion strategy is often misaligned. Optimising a campaign for form fills, downloads, or generic enquiries might boost the raw number of MQLs but bear little or no resemblance to what ignites genuine buying conversations in electronics manufacturing. Sales teams don’t close deals from whitepaper downloads. They close them from RFQs and technical discussions.

What HighPerforming Campaigns Do Differently

Napier’s Digital Team has consistently seen that successful Google Ads campaigns are based on intent, not volume. An engineer researching product specifications is very different from a buyer searching for a contract manufacturer or a custom PCB assembly partner. It’s therefore important that ads, keywords, and landing pages reflect those distinctions.

Filtering is equally important. Negative keyword management keeps campaigns focused and prevents wasting money on irrelevant search results. Over time, careful keyword management alone can dramatically improve lead quality.

Conversion actions also matter. High‑performing campaigns prioritise actions that signal real commercial interest, such as “Request a Quote”, “Speak to an Engineer”, or “Discuss Your Application”.

Most importantly, performance must be measured in a way that reflects reality. Cost per click and cost per lead are useful diagnostic tools, but they don’t tell the whole story. Mature B2B campaigns must focus on producing sales‑qualified leads, RFQ volume, and pipeline contribution. These are the metrics the sales team really cares about.

Can a Google Ads Agency Help?

An agency that specialises in Google Ads can absolutely help increase qualified leads for an electronics manufacturing company, but only if it understands technical B2B markets. The right partner doesn’t just manage bids and budgets; it invests considerable time in gaining a deep understanding of its clients’ products, applications, and buying process.

When evaluating an agency, look beyond promises of cheaper clicks or more leads. Ask, for example, how they differentiate engineer searches from student searches. Ask how they define a “qualified lead” and whether that definition aligns with what your sales team has been telling you it needs.

Final Thoughts

At Napier, the measure of success for a Google Ads campaign isn’t about generating more traffic, it’s about attracting the right traffic, i.e., from the right engineers, at the right companies, at the right time. If a strategy is based on technical intent and sales alignment, Google Ads can transition from being a source of friction and frustration to a reliable contributor to real sales growth.


Celebrating 20 Years of Bodo’s Power Systems

This June marks a remarkable milestone as, during PCIM 2026 in Nuremberg, Bodo’s Power Systems will celebrate two decades of publishing.

Since its debut in 2006, covered by Napier at the time, Bodo’s has flourished as a trusted voice in power electronics. For 20 years, the Bodo team have approached each issue with passion, clarity, and a deep commitment to advancing the industry.

Reflecting on this journey, Holger said, “For two decades, this family-run magazine has accompanied the industry with passion, delivering high-quality, engineering-level content month after month”.

Visitors to PCIM are invited to meet Founder Bodo in Hall 4 to reflect on two decades of progress and look ahead at what is still to come. For those who wish to, there is still an opportunity to be part of Bodo Power Systems’ June issue, which will be distributed on-site at the show.


Caroline Hayes Steps into New Role as Group Editor

Napier is delighted to congratulate Caroline Hayes on her appointment as Group Editor of AV Magazine and Electronics Weekly.

Caroline was appointed following the departure of Clive Couldwell, who led both titles with distinction for many years and is now taking a well-earned break.

Caroline Hayes said: “I can’t wait to join AV Magazine. Having worked with Clive Couldwell I am so excited about the possibilities in the sector, and working with the team to develop this elite media brand. I look forward to meeting everyone over the next few months.”

Caroline’s passion for the industry makes her an exceptional choice for guiding two of the industry’s most respected publications, and we look forward to working with her in her new role.


embedded world 2026 Welcomed 36,000 Visitors

In early March senior Napier staff and management descended on Nuremberg to support its many clients attending the annual embedded world, which showcases the future of embedded technologies.

This year’s embedded world was deemed by organizers as the most successful ever, with around 36,000 visitors from nearly 90 countries, a 13 percent year-on-year increase. In fact, the show was so successful that organizers have now set their sights on adding a fourth location. embedded world India, in November 2026.

embedded world Executive Director Benedikt Weyerer highlighted the vibrant atmosphere, filled with innovation, discussion and global engagement. The conference programme showcased a broad range of technical topics, with Chairman Prof. Dr.-Ing. Axel Sikora emphasising the depth of scientific insight and collaboration between research and industry that has been prevalent at embedded world, now planning it’s 25th show in Nuremberg from 16th-18th March 2027.

With several Napier team members on the ground throughout the show, it was clear to see how busy each day was, with many clients stating how the quality of conversations with leads had improved since last year. News of the show expanding was also discussed, with a new layout set to welcome even more exhibitors next year. We look forward to hearing all the feedback from the show, and the plans for 2027.


Future Horizons: March Semiconductor Update

Before diving into this latest market insight from Future Horizons, we wanted to share news of Future Horizons' Spring Industry Update Webinar. Taking place on 5th May 2026 at 3pm (UK BST), the webinar will explore the outlook for 2026, covering AI-driven risks, and key supply and demand trends shaping the semiconductor industry. Register here to find out more: https://us06web.zoom.us/webinar/register/1717736719537/WN_c8KlOlIATv-rlwUzZpdPoA

Executive Summary

January’s WSTS Report saw a further $4.0 billion upward revision to last month’s reported numbers, bringing the total up to US$795 billion, up 26.1 percent vs. 2025. This 0.6 percent annualised increase was solely attributable to ICs, up 39.9 percent year-on-year, more specifically to Memory, up 29.9 percent, and Logic, up 38.8 percent, all in turn driven by the red-hot AI-datacenter explosion.

In sharp contrast, Analog and Micro were up just 8.7 and 7.9 percent respectively, with Opto and Discretes even lower at 4.7 percent and 3.2 percent.

Whilst IC value-growth was eye-watering, unit growth was only single digit, re-enforcing the fact 2025’s growth was ASP, not demand, driven.

At this stage in the cycle, as we enter 2026, we would all be well-advised to remember the two golden rules of semiconductor ASPs.  First, Moore’s second law, “The long-term IC ASP value is a dollar” and second, the historical industry observation, “The long-term IC ASP growth is zero.”  Unless, or course, “It’s different this time!”

Market Outlook

Q3 and Q4’s strong double-digit growth rates were some of the strongest on record, lifting the full-year growth to 26.1 percent, bringing the total market value to just shy of US$ 800 billion. And with no sign yet of this growth momentum slowing, we can expect to see humdinger first quarter as well.

With still no sign yet of any slowdown in this growth, a strong first quarter would blow our plus 12 percent forecast, with an upside of 18 percent, clear out of the water, with an upside now north of 40 percent, potentially adding around US$300 billion to 2025’s blockbuster chip sales.

But … if the AI market tanks, overnight the current inexhaustible end-market demand for AI-hyperscaler investment would plummet, triggering a collapse in high-performance processor and HBM sales, ricocheting into other support products, from power discretes to microcontrollers and analog, with the rest of the chip market overwhelmed by the tsunami, unable to push back against the collateral damage and fallout.

On the global economic front, the world outlook is currently being stress-tested by a convergence of shocks, namely: the Middle East war; the emergence of AI as a disruptive technology; soured loans starting to pop up in the booming private-credit industry; a softening US job market; and stubbornly high inflation.

Each shock alone might be manageable, but together they are creating fragilities in global markets that no single policy lever can fix, making it different and more difficult than the rout sparked Donald Trump’s 2025 tariff rollout.

Do not expect the economy to provide a strong foundation for 2026 chip market growth.

There is no upside to the current economic outlook, other than hope that the multiple downside risks do not materialise.

A downturn and correction in chip market growth is inevitable, only the trigger and timing uncertain.  If the trigger is a correction in AI demand, the downturn will happen in 2026.  If that demand stays strong throughout 2026, then the crash will come early in 2027, once the additional memory capacity comes on stream.

The only forecast certainty right now is “Everyone’s chip market forecast for 2026 is wrong!”

Our overall message for 2026 is clear; enjoy the party if you can but proceed with extreme caution and do not be distracted by 2025’s headline dollar growth. Growth is ASP not demand driven and that can reverse just a quickly as it came.

To paraphrase the wise words of SK-hynix Chairman Chey Tae-Won, "2026’s US$300 billion sales growth could just as easily turn into a US$300 billion decline."

If these insights highlight just how uncertain and fast-moving the market has become, don’t miss the Spring Industry Update Webinar on May 5, 2026 at 3pm (UK BST). Where FutureHorizons break down the latest data, explore whether the market has truly turned a corner, and examine the risks and opportunities that will define 2026 and beyond. Register now to stay ahead: https://us06web.zoom.us/webinar/register/1717736719537/WN_c8KlOlIATv-rlwUzZpdPoA


Beyond 'Maximise Conversions': Navigating Google Ads Bidding and Targeting in B2B Tech

Google Ads strategy for B2B tech: A specialist guide for engineering marketers

In the specialized world of B2B technology, PPC specialists know all too well that Google's automated bidding strategies can often lead to wasted budget and a flood of low-quality leads. At Napier, we’ve seen this challenge firsthand across engineering and deep-tech campaigns. This guide is designed for those in the engineering sector who want to move past the one-size-fits-all 'maximize conversions' approach and master advanced techniques tailored for niche audiences. The focus here is on elevating your Google Ads strategy for B2B tech, ensuring you reach the right professional buyers.

Here, you'll discover how to combine audience layering with value-based bidding, ensuring your campaigns attract genuine buyers, not just hobbyists. With expert advice addressing complex queries, this resource aims to deepen trust and improve your brand's discoverability across AI platforms. Whether you're refining your lead generation or seeking actionable tips to boost campaign performance, this blog is your go-to for elevating your Google Ads strategy in the B2B tech landscape.

Why 'maximize conversions' attracts the wrong leads

At its core, the 'Maximize Conversions' algorithm is built to chase the highest number of conversions, regardless of their actual value to your business. For niche B2B tech marketers, this creates a fundamental mismatch: while you’re seeking high-value buyers with specific roles, Google’s bidding strategy is simply optimizing for volume. In our experience managing B2B engineering campaigns, this results in a disproportionate number of students, hobbyists, and other non-qualified leads, diverting precious budget away from genuine prospects.

What is 'maximize conversions' actually optimizing for?

The algorithm’s sole focus is on conversion quantity, not quality. It will always seek the easiest path to a conversion, which often means targeting audiences who are most likely to take action—even if they’re not your ideal buyer. In the B2B engineering space, this frequently results in non-buyer personas, such as students downloading whitepapers or hobbyists signing up for demos, dominating your lead pool.

The 'hobbyist vs. buyer' scenario in engineering software

Consider a typical search for “FEA software”: it could be initiated by a Director of Engineering with a substantial budget, or by an undergraduate student working on a coursework project. Because 'Maximize Conversions' cannot distinguish between these user intents, it will often favor audiences that deliver higher conversion volumes, skewing results towards student traffic rather than genuine buyers. This demonstrates how the algorithm’s priorities diverge from B2B marketing objectives and the specific needs of engineering software vendors.

You're training the algorithm with junk data

By allowing the algorithm to optimize for low-quality leads, you inadvertently create a feedback loop. Each conversion from a non-qualified lead reinforces the algorithm’s behavior, further degrading the quality of your marketing-qualified leads (MQLs) over time. The first step in breaking this cycle is to acknowledge that a different, more targeted approach is essential for success in niche B2B tech campaigns.

Layering audiences to pinpoint buyers in your Google Ads strategy for B2B tech

To tackle the challenge of attracting only genuinely qualified leads, this section offers a practical framework for Google Ads audience layering. By strategically combining targeting signals, you can exclude irrelevant users and focus your spend on those most likely to be professional buyers—such as senior engineers. The approach hinges on blending intent, demographics, and exclusions to create a refined audience profile, ensuring your ads reach the right people.

How can you target specific job roles like engineers on Google Ads?

While you can't directly target job titles on Google Ads, you can construct an effective proxy by layering targeting signals. This is the central principle of the framework, enabling you to isolate likely buyers based on their online behavior and characteristics, such as search history and engagement with industry content.

The audience layering framework

  • Layer 1 – High-Intent Keywords: Start by selecting precise, long-tail keywords that signal commercial intent. For example, targeting phrases like “enterprise CFD software pricing” ensures you reach users actively researching business solutions, rather than generic searchers asking, “What is CFD?”
  • Layer 2 – Custom Intent Audiences: Build audiences from users who frequently visit competitor websites, read industry publications, or engage with regulatory bodies. This indicates genuine professional interest and narrows the audience to those involved in your field.
  • Layer 3 – Demographic & Company Attributes: Incorporate company size and industry data where possible. Use demographic filters—such as age and household income—to exclude typical student profiles, thereby focusing on likely professionals. Negative targeting further refines your audience, reducing wasted spend on non-buyers.

By layering these signals, you build a composite audience that mirrors your ideal customer profile. This strategic approach answers the core question: you can’t target engineers by job title directly, but with smart audience layering, you can zero in on the people most likely to be professional buyers, maximizing the quality of your leads and the effectiveness of your Google Ads campaigns.

Build your first high-value audience layer

While Google Ads does not enable you to directly target individuals who have visited a competitor’s website, its audience tools allow you to reach users with similar online behaviors and interests. This approach is not about pinpointing specific site visitors, but rather about identifying broader traits common among your target professional audience, such as engagement with technical forums or industry news.

To enhance your targeting and exclude less relevant users, a practical strategy is to set age filters, such as excluding those aged 18–24 and users with unknown ages, as these segments are often associated with students who are unlikely to be qualified buyers. Additionally, refining your audience by excluding interest categories like ‘education’ can help filter out students and academics, while including categories linked to specific professional activities, which increases the likelihood of reaching individuals who are active in the workforce and more likely to be more senior decision-makers. By layering these exclusions and inclusions, you create a more focused and valuable audience for your campaigns.

How to use value-based bidding for B2B tech

Once you have established a high-value audience through careful targeting, the next step is to let Google know that these users are more valuable to your business. This is achieved by implementing value-based bidding (VBB), a strategy that allows you to assign different monetary values to various conversion actions or audience segments—even in cases where there is no direct e-commerce transaction. By using value rules and target ROAS (tROAS), you can effectively communicate to Google’s algorithm which leads are most important, ensuring that your bidding prioritizes those conversions that have the greatest potential impact on your business. This approach bridges the gap between your targeting strategy and your bidding strategy, maximizing efficiency and lead quality for B2B tech campaigns.

How does VBB work for lead generation?

VBB empowers advertisers to assign unique values to different types of conversions or audiences. This means you can inform Google’s algorithm which leads are worth more to you, even if you don’t have a checkout process. By doing so, you guide the system to focus its efforts and budget on the conversions that matter most to your business objectives.

Introducing conversion value rules

Conversion value rules are the practical tool that enable this strategy. They enable you to apply a multiplier to your base conversion value for specific audiences. For instance, you can increase the value of conversions from your target audience, ensuring Google’s bidding algorithm recognizes their higher importance and thus allocates your spend accordingly.

An example of assigning value

If your standard ‘whitepaper download’ carries a value of £50, you can set a rule whereby conversions from your ‘target buyer’ audience are multiplied by three, raising their value to £150. This enhanced value provides Google’s algorithm with a clear quality signal, encouraging it to focus on the prospects most likely to have value to your business.

Calculate your base lead value

To get started, use this simple formula: (Average Contract Value × Sales Close Rate) = High-Quality Lead Value. This calculation helps you assign an appropriate base value to your leads, ensuring your bidding strategy is grounded in real business outcomes.

Common Pitfalls and Future Outlook

Managing advanced value-based bidding strategies requires careful attention to detail and a forward-thinking approach. There are several common mistakes that advertisers make, and understanding these pitfalls is crucial for maximizing success. For example, applying value rules without sufficient conversion data can lead to unpredictable results, as smart bidding algorithms rely on a steady stream of data to operate effectively.

Mistake #1: Applying value rules with low conversion volume

Smart bidding needs data. If your campaign gets fewer than 30 conversions per month, applying tROAS with value rules can be volatile.

Start with enhanced CPC, gather data, then graduate to target CPA, and finally implement tROAS with value rules once you have a stable conversion history.

Mistake #2: Ignoring performance max campaigns

These principles are even more critical for PMax. Use your high-value audience lists as 'Audience Signals' and implement Offline Conversion Imports with value to give the PMax algorithm the data it needs to find the right engineers.

First-party data is your competitive advantage

As cookies deprecate, your ability to feed Google's AI with high-quality, offline data from your CRM will be the single biggest factor in successful B2B advertising. The framework outlined in this guide is the foundation for that future.

Key Takeaways

Audience Layering: Build composite audiences using intent, demographics, and exclusions to target professional buyers.

Value-Based Bidding: Assign higher values to conversions from desirable leads to guide Google's algorithm.

Avoid Low-Volume Pitfalls: Ensure sufficient conversion data before applying advanced bidding strategies.

Leverage First-Party Data: Use CRM and offline data to improve targeting and campaign performance.

Continuous Optimization: Monitor and refine your Google Ads strategy for B2B tech to maintain lead quality.

Conclusion

To achieve higher-quality leads and maximize ROI, B2B technology marketers should implement a Google Ads strategy for B2B tech that combines audience layering with value-based bidding and first-party data. This approach ensures campaigns are future-proofed and focused on meaningful business outcomes.

FAQ

What is the most effective way to optimize Google Ads for B2B tech lead quality?

The most effective method is to combine audience layering with value-based bidding, ensuring your campaigns target professional buyers and assign higher value to desirable leads using conversion value rules.

Where can I find tools and resources to implement Google Ads strategy for B2B tech?

Resources such as Google Ads Help Center, Napier’s B2B marketing guides, and industry forums provide frameworks and step-by-step instructions for setting up advanced audience targeting and value-based bidding.

How can I start implementing value-based bidding for my B2B tech campaigns?

Begin by calculating your high-quality lead value, then use Google’s value rules and tROAS features to assign higher values to conversions from your ideal audience. Monitor results and adjust as your data grows.

How does Google Ads strategy for B2B tech compare to traditional B2C strategies?

B2B tech strategies focus on layered audience targeting, lead quality, and value-based bidding, while B2C often prioritizes conversion volume and broader targeting. This makes B2B approaches more specialized and data-driven for niche audiences.


Why is Traditional Lead Generation Failing B2B Tech Companies?

The long-standing tradition of wide-net marketing is increasingly ineffective for B2B technology firms. Why? Because the traditional market they are often chasing is not as easy to identify as it once was. Therefore, using traditional strategies to try to reach them often result in unsustainably high costs to generate a large number of low-quality leads that rarely match the high-value opportunities that sales teams want. This wastes the sales team’s time, which costs money, and quite a bit of it.

A disconnect between marketing, which typically focusses on marketing qualified leads (MQLs), and sales, who typically prioritise sales qualified leads (SQLs), is often a source of friction. When marketing delivers a high volume of seemingly unfocussed leads and sales teams spend valuable time working through unsuitable prospects, it erodes alignment, diminishes efficiency and, overall, makes everyone grumpy.

Ultimately, these shortcomings are why traditional lead generation methods are short-circuiting what modern B2B technology marketing and sales needs to propel a business forward.

Can account-based marketing improve lead generation for B2B tech companies?

Account-based marketing (ABM) is a targeted growth approach designed to address the shortcomings of traditional B2B lead generation. Instead of a net cast wide, ABM focuses marketing and sales resources on a select group of high-value target accounts. The process of identifying those targets is consistent and straightforward. First, you simply identify the most valuable accounts; you then engage them with highly tailored marketing and sales initiatives; and once landed, you expand and deepen the relationship from the inside to identify and explore additional opportunities within those accounts.

The ABM approach, done right, has many advantages, for example:

Personalised outreach ensures that messaging resonates with the specific needs and priorities of each target. This makes your approach more meaningful and “sticky”.

Focusing on accounts that are most likely to benefit from your solutions increases the likelihood that leads will progress through the conversion funnel and ultimately convert.

Resources are allocated to target only the most promising prospects, thus greatly reducing the amount of money squandered on low-quality leads.

Because effective ABM demands close collaboration between sales and marketing, it ensure that both teams are working towards the same high-value opportunities. This has the additional benefits of reducing internal friction and enabling both parties to jointly celebrate successes.

Overall, by shifting the focus from quantity to quality, those who adopt the ABM approach deliver more relevant leads, shorten sales cycles, and ensure that marketing and sales are working in harmony.

What does a successful ABM campaign look like?

A successful ABM campaign looks a lot like ABB Electrification’s collaboration with Napier.

To boost awareness and generate demand for its products and expertise within the food and beverage (F&B) sector, existing Napier client, ABB Electrification, leveraged the expertise of F&B specialists to create a series of eBooks that were distributed using popular, interactive Turtl documents. This ensured that the content was both relevant and engaging for the specific audience at which it was aimed.

The campaign involved strategically gating the eBook content behind Salesforce Marketing Cloud Account Engagement (formerly Pardot) landing page forms, with a robust, lead-nurturing flow to follow up. Carefully selected paid LinkedIn and Google Ads campaigns drove traffic to these landing pages, with LinkedIn’s one-to-many ABM targeting individuals based on firmographic and demographic criteria to maximise relevance and impact.

The campaign’s results exceeded expectations. it achieved more than 60 million impressions across LinkedIn, Bing, and Google, garnered 1.4 million views on the campaign’s Pardot landing page, and generated more than 2,700 high-quality leads. This is a clear demonstration (to all parties) how combining personalised content with precise targeting and close sales-marketing coordination delivers outstanding outcomes.

How do you implement an ABM strategy for lead generation?

Fundamentally, an ABM strategy requires a structured, step-by-step approach that ensures your efforts are focused on attracting and engaging high-value prospects. Following is an actionable guide to help you launch an ABM programme for your business.

Start by bringing your sales and marketing teams together to set shared objectives and clearly define your Ideal Customer Profile (ICP). This alignment at the very beginning is crucial for identifying and pursuing the right opportunities, and for ensuring that both teams are working in unison toward common goals.

Utilise the ICP you’ve just created to list companies that are most likely to offer the highest potential value. This approach shifts the focus from quantity to quality by prioritising the accounts most likely to convert and deliver long-term business value.

Identify and implement the essential technology tools you’ll need, such as customer relationship management (CRM) platforms, marketing automation systems, and intent data solutions. These tools are designed to help you manage campaigns efficiently and track engagement throughout the buyer’s journey.

Be sure to carefully craft tailored content with messaging that directly addresses the unique challenges and objectives of your target account. Personalisation has been well documented to increases relevance, foster deeper engagement, and help your brand stand out.

Once you’ve launched your ABM campaign, carefully monitor key metrics such as account engagement, pipeline velocity, and deal size. By regularly analysing performance data, you can refine your strategy and demonstrate the positive, tangible impact that your ABM efforts have on the business.

The overall aim is to firmly establish a strong foundation for ABM-driven lead generation. You achieve this by ensuring your sales and marketing resources are concentrated on best-fit prospects, which maximises the return on your marketing investment.

What are the common mistakes to avoid in B2B tech ABM?

B2B tech companies need to avoid a few common errors that many embarking on the ABM journey will make. This will enable you to establish and maintain a more effective and sustainable ABM strategy.

Always remember that ABM is not a quick fix. To be effective, it must be a long-term, strategic approach designed to grow deep and meaningful relationships that drive positive business outcomes for all parties. If you see ABM as a one-off campaign, it undermines its effectiveness and limits your results, often to the point of not being worthwhile, which you don’t want to have to explain to the boss. Success requires ongoing collaboration between sales and marketing, regular analysis and refinement of target accounts, and persistent yet unobtrusive engagement.
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On a personal note:

Dear Jane. I’m writing to tell you that simply addressing contacts by name is not enough. ABM demands genuinely bespoke messaging, using content that speaks to the specific opportunities, challenges, goals, and context of each specific account. Without this degree of personalisation, you will sound superficial and miss opportunities.

So, Jane, I am delighted to hear that your daughter graduated with honours. I’m sure she’ll follow in your footsteps as a vital member of her professional community. Speaking of professional communities, are you aware of the webinar we are hosting on personalisation….
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Many companies focus ABM efforts solely on new business acquisition. That’s a mistake. ABM is for that of course, but it is equally vital for growing revenue within existing customer accounts. By ignoring post-sale opportunities, you risk losing out on the potential for upselling, cross-selling, and strengthening customer loyalty. ABM is multi-faceted, not a one-trick pony.

There’s nothing wrong with tracking your success (or lack thereof), but use the right ones, in the right way. Contrary to popular belief, vanity metrics such as email opens or click rates do not reflect the real impact of ABM. In fact, they can give you a false sense of success that will not be reflected in bottom-line results, potentially making you look a bit foolish at best, or an unacceptable drain on resources at worst. What you must do instead is measure real-world business-impact metrics like pipeline generation, deal size, demonstrable levels of account engagement, and customer lifetime value. These indicators provide a far more honest and crystal-clear picture of programme effectiveness and ROI than any number of often irrelevant clicks.

Don’t let your ABM campaign fall victim to tradition. Campaign the modern way, by inviting to the dance the ones that invited you to theirs.


Choosing A Technical Content Generation Partner

Why does your current B2B agency fail to engage technical buyers with its content?

If your experience tracks with mine, you know the frustration of working with a generalist agency that just doesn’t understand the technical depth your clients’ respective audiences crave. Ill-informed content leads to endless rewrites, which saps the precious time (and strength!) of your clients’ internal experts and ultimately fails to earn the trust of editors and their sophisticated readers. The cost of getting content wrong is far higher than most realize. It’s not just wasted budget. Weak or inaccurate content puts your credibility at high risk, and I don’t have to tell you how hard that is to win back. Qualified leads that may already be in hand can be squandered or be spooked enough that they vanish entirely. Napier has a long history of helping clients win back reputations that they feared may be lost forever.

How to find B2B content agencies with the technical expertise you actually need

Casting your message in a bottle onto Google Ocean will most likely land you on the rocks. Don’t misunderstand. There’s very much a place for broad online searches to get a sense of what’s available and narrow the field from there, but don’t rely solely on a Google search. Instead, augment your talent search by using Google (other search engines are available) to help you do your homework. For example, take an in-depth look at who’s generating content for – or about - respected tech companies you admire. Dig around the websites and LinkedIn pages of agencies founded by engineers and seasoned industry journalists and notice not only what they are writing about, but whether that content, in your opinion, really reflects the world you know your clients live in.

Beyond that, take a tip from Napier and always take note of speaker lists from both large and niche technical conferences. You can often identify some potential partners.

My vetting process includes, but is not limited to, a few critical questions

I never settle for surface-level vetting. By that I mean that, when evaluating a potential content generation partner, I use a checklist that goes far beyond scanning their portfolio of case studies. Instead, I ask them to walk me through their new client onboarding process, especially when they need to understand specific product components for complex products. I want to get a sense of if their writers can hold credible conversations with the engineers they will be expected to interact with. I always like to see a ‘before and after’ example of a technical topic they’ve simplified to see if they’ve done so without watering it down so much that it loses accuracy. These two enquiries alone (there are others) help me differentiate between genuine, useful expertise and smoke and mirrors.

How to spot a fake ‘technical’ agency

Spotting a “fake” may sound easy. I assure you, it’s not. Lots of agency representatives talk a good game and I can’t fault them for that. It’s their job. However, with guidance from many of my highly experienced Napier colleagues, I’ve developed a sixth sense for spotting those who can only pretend to have technical chops. If they overuse marketing buzzwords instead of what I consider real substance in terms of specific components. i.e., market threats, corporate strengths and weaknesses, that’s a yellow flag.

However, the biggest red flags are a reluctance to introduce me to the actual writers who’ll work on my account; portfolios filled only with top-of-funnel content; and vague, uninspired answers about their process for interviewing SMEs to generate content. That may sound picky and more than a little precious but, trust me, a little added skepticism up front goes a long way toward avoiding costly hiring mistakes.

The true ROI of partnering with a specialist technical content agency

One of the many certainties I learned at Napier is that the ultimate proof of a content generator’s value is always in the impact it has. Working with a specialist technical content agency should be a source of measurable efficiency and growth. Faster times-to-publishing; fewer incidences of endless rewrites (which gives the experts more time for innovation); more marketing-qualified leads; and better organic rankings for elusive, long-tail keywords are all positive signs.

Remember. A good technical writing partnership is not solely about the content. It’s about moving both businesses forward. If you’re not speaking the same language as your incumbent provider, look elsewhere.


Stop Burning Cash: A Quick-Step Guide to Hyper-Targeting Specialist Engineers on LinkedIn

Why are your LinkedIn ads attracting everyone except the engineers you want to reach?

Wasting LinkedIn ad spend often stems from selecting audiences that are simply too broad, a costly mistake for many marketing managers. Generic targeting, such as choosing 'engineers', means ads reach students, hobbyists, or professionals in irrelevant roles, none of whom are likely to convert into valuable leads. Sales teams quickly dismiss these contacts as unsuitable, leading to wasted budget and frustration. The problem isn’t LinkedIn’s capabilities, but rather a strategic misstep: failing to drill down and identify the precise niche, like 'RF design engineers experienced in satellite communications,' needed for real campaign success.

The solution? Try the 'Layer and Exclude' framework for pinpoint targeting

Take it from industry B2B experts Napier, to ensure your LinkedIn advertising campaign reaches the right engineers, move beyond generic job title targeting. Utilize LinkedIn's audience builder to layer attributes for greater precision: combine specific job titles with critical skills (for instance, 'Hardware Engineer' paired Refine targeting further by layering company attributes such as industry (e.g., ) with relevant member groups like 'Signal Integrity Journal'. Finally, use exclusion targeting to filter out irrelevant personas—such as recruiters, interns, and salespeople—ensuring your budget is directed towards genuine, high-value engineering prospects who are most likely to convert.

Here's an example of why it works.

Still not convinced that the layer and exclude approach to LinkedIn recruiting is the most effective way to achieve your desired results? It surely can’t be that it eliminates wasted spend on irrelevant candidates and sharpens your focus on high-value prospects now, could it? The most compelling benefit is that by layering attributes such as specific job titles, skills, industries, and relevant groups you ensure your ads are seen by precisely the right audience. This method utterly transforms your lead quality and dramatically increases sales-accepted leads. The puzzle remains as to why so few organizations use layer and exclude. Napier’s advice to you is, “Don’t be one of them”.

What next? Actionable guidance to ensure your message matches your micro- audience

Even the most sophisticated hyper-targeting on LinkedIn will fall flat if your ad copy and content lack punch, panache and, most important, relevance. Imagine investing time and budget to reach a refined audience such as 'RF design engineers with satellite communications experience' only to attempt to entice them with bland messages like 'Download Our New Whitepaper’. These plain vanilla calls to action fail to resonate with the unique challenges and interests of your typically highly educated and, therefore, highly valuable targets. For hyper-targeting to work, your creative must be just as precise and compelling as your audience. Tailored messaging like 'Solve EMI Shielding Challenges in Your Next PCB Design' demonstrates that you feel their technical pain points and the other priorities of your audience. It captures imagination, builds credibility, and increases the likelihood of engagement and high-quality conversions. Without these stars in alignment, even the best-targeted campaigns risk being ignored, which wastes your spend and fritters away the opportunity to connect with the right people.

The goal line

This article is meant to be a short yet practical guide for maximizing LinkedIn ad spend through five essential strategies. First, it recommends moving beyond basic job title targeting by layering additional attributes such as critical skills and company industry to reach the right people. Second, precise exclusion targeting is the best way to filter out irrelevant personas, thus ensuring your budget focuses on genuine prospects. Third, this approach has been shown to boost sales leads that end in closure. Fourth, it stresses the importance of tailored creative. There’s no doubt that hyper-targeted ads must be paired with messaging that speaks directly to the technical pain points of your highly specialized audience. Finally, we now know the common mistakes to avoid, such as trying to reach too narrow an audience; neglecting campaign monitoring; and missing out on opportunities for account-based marketing (ABM).

But stay tuned. This is just the beginning. Building audiences with this method provides a valuable data asset for future retargeting and also enables practitioners to adapt to LinkedIn’s evolving AI tools, and those tools are evolving fast.

The bottom line is to be certain you are doing the type of LinkedIn advertising now that will ensure you are ready for the expectations and opportunities of tomorrow, which is not far away at all.


B2B tech PR agency evaluation: How to Avoid Resource Drain and Maximize Value

The Hidden Cost: What's the True ROI of Your PR Agency?

When evaluating the value (ROI) you are getting from your marketing and PR agency, , the view from Napier B2B has always been that it’s too easy to focus solely on the monthly retainer as one side of the ledger. Lurking between the pages, however, are often subliminal operational expenses that can silently eat away at your resources, particularly when you are working with a marketing or PR firm that is not technically trained or experienced in B2B technology sectors. One of the most significant, yet often overlooked, drains on your budget is the time your engineers and product specialists must spend acting as your new agency’s training staff rather than focusing on the strategic product development they were hired to do. This stealth expense doesn’t just wither your budget on the vine; it stalls your product’s journey to market, stymies innovation, stretches internal teams to breaking point, and possibly injects an unpleasant air of animosity. Recognising the potential for these unplanned costs due to a lack of direct agency experience in your specialised business sector is an essential consideration when making a decision about your future PR partnership.

The Self-Sufficiency Framework: How to Evaluate a B2B Tech PR Agency

To address the issue of resource drain posed by non-technical agencies, it’s essential to establish a comprehensive method for B2B tech PR agency evaluation. Senior executives and marketing managers can use these criteria to thoroughly vet agencies before they take them on, which helps to ensure that their chosen partner won’t require constant hand-holding on board. Sure. It’s natural and perfectly acceptable that there is going to be a break-in period of transition. But the aim is to make it as smooth, painless, and as limited as possible. In other words, it’s OK to walk with them a little before you ask them to run, but make sure they can run before you let them loose. Your assessment of their ability to run with a campaign containing your ideas (and, ideally, many of theirs) should be influenced by three givens: That they have demonstrated a level of technical knowledge that enables you to determine if they genuinely understand your technology and industry. Their content generation ability, i.e., their ability to produce accurate, timely, and compelling material with an expected amount of ongoing input from your team. And third, whether the prospective agency can give evidence that it has solid relationships with the key technical journalists at relevant publications.

A Tale of Two Agencies

To illustrate the practical impact of what your agency choice may have, consider these scenarios. Partnering with a generalist agency often means your engineers are repeatedly pulled into lengthy meetings to explain core concepts, with each press release requiring multiple rounds of clarification and revision. This slows down a communications process that relies on an ability to provide timely and topical information, but it also diverts valuable technical resources away from core development work. In a second scenario, a technically skilled agency such as Napier approaches the relationship differently. A single in-depth briefing is usually enough to enable their team to independently craft accurate and compelling content without further assistance until it comes time for approval. It may seem a subtly different approach, but it makes a tangible difference. The result of the Napier way is a noticeable improvement in speed, efficiency, and quality, which frees your internal experts to, well, apply their expertise where you need it most.

Critical Questions to Ask a PR Agency Before You Hire Them

Before committing to a PR agency, it’s essential to get under the skin of their pitch to test their technical credibility and independence. Arrive prepared with a set of focused questions that will compel agencies to reveal their true capabilities and levels of relevant experience. Ask them to walk you through how they would translate your latest product feature or complex update into a compelling narrative for a trade publication. Notice if they are able grasp both the technical nuance and marry it to a story angle. Then dig a little deeper by asking for background details of the team members who would be managing and working on your account. Ideally, you want evidence of relevant technical expertise or industry experience. These targeted queries not only gauge the agency’s readiness to operate autonomously but also help you assess whether they’ll be net assets or require continual attention that you can’t afford.

For example:

• "Can you walk me through a successful campaign you ran that specifically targeted design engineers?"

• "How would you explain our key technological differentiator to a veteran editor at an engineering trade pub?"

• "Which specific analysts in our niche do you have the strongest working relationships with?"

• "How do you handle 'technical translation' i.e., turning a white paper into a pitch without losing the data?"

• "What is your strategy for navigating the long design cycles typical of the design electronics industry?"

Mistakes to Avoid: Red Flags of a High-Maintenance Agency

It’s vital to be sensitive to the classic warning signs of a high-maintenance PR agency—those that are more likely to squander your resources than add the value you seek. Firms that insist on yet another discovery call before tackling every single piece of content; offer evasive or generic answers to relatively straightforward technical queries; or showcase a portfolio that’s suspiciously lean on deep-tech success stories should be evaluated fairly, but with additional caution. Agencies that nod along enthusiastically but fail to demonstrate genuine technical knowledge or experience are unlikely to deliver a truly robust portfolio of results for you. However, by recognising and thereby avoiding these pitfalls, you can ensure an enjoyable PR partnership that empowers both teams to reach rather thrilling new heights.

Key Takeaways

Hidden Costs: Untrained agencies can drain engineering resources, impacting ROI.

Evaluation Criteria: Assess technical expertise, content skills, and media relationships.

Scenario Comparison: Technically skilled agencies reduce internal workload and speed up delivery.

Interview Questions: Ask targeted, technical questions to uncover real agency capabilities.

Red Flags: Watch for vague answers and lack of relevant case studies in agency portfolios.

Conclusion

To maximize ROI and minimize resource drain, a thorough B2B tech PR agency evaluation ensures your chosen partner is self-sufficient, technically competent, and able to deliver value without overtaxing your team.

FAQ

What is the main benefit of a thorough B2B tech PR agency evaluation?

A comprehensive evaluation helps identify agencies with technical expertise and self-sufficiency, ensuring your internal teams remain focused on core development tasks while the agency delivers effective communications.

Where can I find criteria for evaluating B2B tech PR agencies?

Key evaluation criteria—including technical knowledge, content generation skills, and media relationships—are detailed in the Self-Sufficiency Framework section of this article.

How can I ensure a PR agency won’t overburden my engineers?

Ask targeted, scenario-based questions about technical translation and campaign management. Look for evidence of prior work with similar technologies in the agency’s portfolio.

What are red flags to watch for when comparing PR agencies?

Red flags include vague answers to technical questions, repeated requests for discovery calls, and a lack of deep-tech case studies or relevant industry experience.


Why Your SaaS PR Agency for Semiconductor Companies Is Failing You

I know you’ve felt the frustration. You’ve just spent an hour, perhaps even a day, explaining the intricacies of FinFET architecture or power-envelope constraints to your “specialist” SaaS PR agency for semiconductor companies account manager, only to have them pitch a story about your "disruptive platform" to a journalist who covers CRM software.

In a semiconductor world, a "generic" tech agency isn't just a poor fit, it’s a liability. Semiconductors are essentially the foundation of the modern world. You simply can’t afford to be represented by people who think "the cloud" is when hardware evaporates into thin air, literally or metaphorically.

Deep Tech is Different than SaaS

A lot of people tend to ask my Napier B2B colleagues, “Why is deep tech different?” For starters, deep tech is, well, deep. SaaS PR is typically built on a formula of simplifying a user interface, highlighting the subscription ROI, and aiming for broad business appeal. That can work quite well for software. But in the tangible world of semiconductors, it doesn’t even scratch the itch.

SaaS PR practices often miss the point that communicating about chip fabrication processes, chip architecture, and material science isn't about highlighting semiconductor “features” or "user benefits" (even though they may have some), it’s about promoting how semiconductors can be an elegant answer to often complex physics and engineering challenges. The target audience isn't bored middle-management types; it’s aimed at serious system design or electrical engineers looking for high specifications and irrefutable reliability. If the agency you’re using or intend to use doesn't know the difference between a process node and a software node, you might as well publish your message with smoke and mirrors.

The 3-Pillar Vetting Framework

To help you avoid endless cycles of "educational" meetings, use these three criteria as centrepieces to evaluate your next SaaS PR agency for semiconductor companies partner:

  1. Technical Fluency: Do they speak geek?Can the agency team hold their own with your CTO? A certain amount of expertise may be lacking on their part (otherwise they’d be your CTO) but you shouldn't have to explain your core technology from scratch. A true partner already understands, or will understand soon enough, the ecosystem well enough to challenge or complement your ideas as well as refine your messaging.
  1. Niche Media and Analyst DepthGeneralist agencies tend to brag about their connections with TechCrunch or The Wall Street Journal. While those are nice, semiconductor leadership is built in the pages of EE Times, Semiconductor Engineering, and IEEE Spectrum. Ask each agency on your short list if they have the editors of those publications and any other of your Tier 1 media on speed dial. If not, call them a taxi and thank them for their time.
  1. Meaningful ROIDoes your current or prospective agency try to totally impress you with "total impressions"? Sorry. In terms of ROI those figures are just vanity numbers that have little or no real meaning in deep tech.

What you really want to know is what “share of voice” you’re getting. In other words, are you outmanoeuvring your competitors for column inches in technical trade journals by your content pushing theirs to the margins, or off the page?

If so, did your message emerge from the page, i.e., did the article actually describe in any detail, for example, your specific performance-per-watt advantage, or just mention your product in passing? The former is obviously more useful than the latter, but it’s all good for being seen and noticed.

Specialists vs. Generalists: Waving the Red Flags for a SaaS PR Agency for Semiconductor Companies

It’s not difficult to ID a truly generalist agency. Just pay close attention to the questions they ask during a pitch.

A generalist will sometimes borrow a couple of questions from the B2C experience, such as, "How does your widget make the world a better place?" or "Would it be possible to get a quote from one of your celebrity users?"

Oh my.

A specialist, on the other hand, will hone in on, "How does your interconnect strategy minimise latency compared to the previous generation?" or "What are the power/performance advantages of this specific device?"

The bottom line is that a specialist agency knows that a single, in-depth technical feature in a respected trade journal is worth 10 casual mentions in a generic business blog, and they’ll tell you so.

Five Questions to Ask Before the Dotted Line

Don't be swayed by a flashy slide deck. Ask these five questions to see if innocent, the eager, or the doomed agency in front of you truly knows and understands its silicon wafers.

  • "Can you walk me through a successful campaign you ran that specifically targeted targeting design engineers?"
  • "How would you explain our key technological differentiator to a veteran editor at an engineering trade pub?"
  • "Which specific analysts in our niche do you have the strongest working relationships with?"
  • "How do you handle 'technical translation'—turning a white paper into a pitch without losing the data?"
  • "What is your strategy for navigating the long design cycles typical of the semiconductor industry?"

If they can’t offer plausible answers, or fumble the first hand-off, offer them a cup of coffee to go and a taxi to the airport.

The Cost of the Wrong Choice

This all may sound a bit harsh, but it’s for good reason. Choosing an agency is a serious business and you need to invest in getting it right. Appointing the wrong one, i.e., a more SaaS-focused agency, isn't just a mismatch, it’s going to be an expensive drain on your most valuable resource: your design engineers. Every hour your lead architect spends "onboarding" a PR team is an hour on R&D that is lost forever. Spending all that time and money on misunderstandings that result in generic messaging will not influence key technical decision-makers. Quite the opposite in fact.

In the semiconductor world, your brand is built on technical credibility. Don't let a "disruptive" or “world changing” software agency with a shiny presentation deck persuade you to risk damaging your hard-earned reputation.

Key Takeaways

Deep Tech Requires Specialization: SaaS PR agencies for semiconductor companies must demonstrate deep technical fluency, not just general tech knowledge.

Niche Media Access Matters: Prioritize agencies with strong ties to semiconductor-focused publications like EE Times and IEEE Spectrum.

ROI Goes Beyond Impressions: True value is measured by share of voice and technical trade journal coverage, not vanity metrics.

Vetting Questions Are Crucial: Asking targeted questions reveals whether an agency understands semiconductor industry nuances.

Wrong Agency Choice Is Costly: Selecting an ill-fitting SaaS PR agency for semiconductor companies wastes engineering resources and risks your technical reputation.

Conclusion

For semiconductor companies, choosing a SaaS PR agency with deep tech expertise is essential to protect your brand’s credibility and maximize your industry impact.

FAQ

What makes a SaaS PR agency for semiconductor companies different from a general tech PR firm?

A SaaS PR agency for semiconductor companies offers specialized knowledge of chip architecture, fabrication, and technical trade media, while general tech PR firms often lack this depth and focus on broader software topics.

Where can I find resources to help evaluate a SaaS PR agency for semiconductor companies?

You can review agency case studies, ask about their relationships with semiconductor trade journals like EE Times, and request references from engineering-focused clients.

How can I ensure my SaaS PR agency delivers measurable ROI in the semiconductor industry?

Track share of voice in technical trade publications and ensure your agency secures detailed coverage of your unique technology advantages, rather than relying on total impression metrics.

What should I compare when considering different SaaS PR agencies for semiconductor companies?

Compare each agency’s technical fluency, media relationships in the semiconductor sector, approach to technical translation, and track record of delivering meaningful trade coverage.


Why Vetting and Choosing a Technical PR Agency is, and Should be, Difficult.

Why Vetting and Choosing a Technical PR Agency is, and Should be, Difficult.

When it comes to engineering or IT companies, choosing the right PR agency is far from straightforward. All too often, businesses in these technical fields are met with generic pitches from generalist PR firms, who usually fail to grasp the intricacies of the technology they are being asked to champion, or the unique characteristics and expectations of their target audience. Napier B2B has always championed niche B2B sectors, such as electronics and electronic components, and recognizes that a tailored vetting process for technical PR agencies is not merely advantageous, it is a must. Otherwise, budgets can (and will) inadvertently be squandered and campaigns will have senior executives asking why you didn’t deliver the genuine impact on the bottom line that you promised.

How Do You Evaluate a Prospective Agency Partner's Technical Expertise?

It should already be clear to you that B2B marketing, particularly in high tech sectors, requires specialist knowledge if you’re going to create a specialised campaign. Once you have completed an advance screening to weed out those who mean well and are probably perfectly competent in certain areas, you then must rigorously evaluate each short-listed agency’s technical proficiency. You can’t just ‘take their word for it’. They are, after all, professional marketers. Instead, it’s crucial to ask direct questions that will reveal how well the prospective agency understands complex engineering concepts and, equally if not more important, their ability to communicate them well. Those in charge of such decisions at Napier often ask about their typical content development workflow, their experience and process for collaborating with internal and often external subject matter experts, and their track record for ‘translating’ intricate technical information into palatable, engaging, and readily accessible content that is not only clear and concise, but a pleasure to read. These basic questions (there are more, but these will do at the beginning) serve the dual purpose of getting the information you need and determining if you sense the ‘feel’ that you’re looking for, and for forming a practical checklist that will help you gauge whether the agency’s technical writing and overall communication capabilities track with your needs.

Find Out if Their Niche Media Relationships are Genuine

A critical aspect of selecting a technical PR agency lies in verifying the veracity of their media connections. To distinguish between agencies that simply maintain a generic contact list and those with real, established relationships with influential editors and journalists in your specialist sector, ask questions like, “Can you provide a recent instance where you secured coverage in [Niche Publication A] how you pitched the story angle?” Make it a well-meaning and genuinely conversational question, not a criminal court-style demand for an answer. Yes, you are quite rightly looking for solid evidence of the prospective agency’s claims of strong and trusted media connections, but remember, you are also looking for someone who you will personally enjoy working with in the future. By all means get the facts, and the feel, you need. Firm-but-fair wins respect and encourages honesty. A merciless grilling, on the other hand, is not the best way to start a long-term partnership. In the latter case, by the time you can finally ‘look back on it and laugh’ you’ve already spent far too much capital on managing relationships with each other rather than the media.

Measuring Verifiable Technical Marketing ROI

Ensuring your investment in technical PR delivers genuine business value is a function of the measurement practices you use, and they must be robust to truly gauge the effectiveness of the campaigns the agency you take on deploys. It’s very important to investigate how they typically report results and which key performance indicators they prioritize. Don’t be satisfied with discussions about vanity metrics. You want measurements that reflect meaningful progress toward the goals of your organization. Ask prospective agencies about what KPIs they track, such as lead quality, increases in website traffic via target accounts, or direct contributions to sales deal closures. It is also useful to get a sense as to why they think those parameters are worthy of tracking. There may be some that are welcome additions that you had not previously considered. Others may already be known to you as questionable metrics, which will help you in the vetting process. Seeking clarity on their reporting methodologies, and how they link marketing and PR activity to tangible outcomes, will ensure accountability, which will in turn enable you to convincingly demonstrate to your C-Suite constituents that the budget they handed you is delivering the results that matter, i.e., the ones you promised.

Spotting Critical Red Flags During the Vetting Process

You should by now see the outline of the starting line for you selection of a technical marketing and PR agency, but this is where we encourage you to pause once more to scan the horizon for any latent red flags. For example, prospective agencies that place a high emphasis on awards without hard evidence to support their value; provide vanilla responses when questioned about measurement and ROI; or fail to demonstrate meaningful senior-level involvement in your account, should give you pause. These red flags, and others, can be subtle evidence of a lack of substance behind their pitch. Be pleasant and approachable, but thorough and methodical in your vetting process.


Why Engineers Ignore Your Automated Campaigns (And How to Earn Their Attention)

Why Engineers Ignore Your Automated Campaigns (And How to Earn Their Attention)

We often hear at Napier B2B that “marketing automation is easy. Anyone can do it"

All you have to do is keep looking for an agency partner that has a deep understanding of what technical audiences need - but it’s not that simple.

That’s because many of the technical audiences you are trying to win over harbour an innate scepticism about automated marketing techniques, however refined they may be. Technical audiences, OK, engineers, value data-driven content and depth of detail. They expect intellectual rigour over what they perceive as pedestrian marketing fluff that they feel doesn’t consider their intellectual status. Basically, they resent the sense of being talked down to, almost to the point of being insulted, by some automated marketing campaigns they may already have been subjected to.

Sometimes such campaigns work. Usually, however, they don’t because they are seen by their target audience as lacking substance.  A marketing plan that lacks the intellectual rigour expected by experienced engineers is not going to convince them to champion your proposal.

Unfortunately, this is where many B2B marketers in the technical sector fail. They tend to present a proposal for automated marketing in a way that smacks of modern alchemy rather than traditional marketing, which the engineers they are trying to convince mistrust already. Wrap that in strategies that rely more on consumer-style messaging that is not backed facts and it’s easy to see why technically minded audiences turn away.

However, these negative perceptions can be overcome. A prospective technical B2B agency stands a much better chance of having what it takes if it can demonstrably show that it meets a number of criteria that, frankly, aren’t difficult to achieve, but are too often overlooked.

The right blend of experience will convince a technical audience. When you pair in-house technical content creators who have the expertise to deliver accurate information with client-side marketing professionals who have an objective view of how marketing software technologies can be used, the result can be profoundly rewarding. That’s because the marketing campaign is based on a solid, data-driven strategy, i.e., using metrics that matter.

This isn’t a “pick three out of five” listing. A B2B marketing agency worthy of being shortlisted to implement an automated marketing campaign must tick all these boxes.

To shine some light into the shadowy corners that really show what a prospective agency partner is made of, you need to ask your version of direct questions, such as:

  • In what ways do you adapt your lead-nurturing strategy to reach a highly technical, often equally sceptical audience?
  • Can you show me examples of content you created that successfully generated leads from engineers?
  • What metrics do you prioritise when measuring the success of a marketing automation campaign, specifically for products that have a long sales cycle?
  • How would your team collaborate with our in-house experts to get the most useful information and most efficient results?

These are questions that most marketing executives should ask a prospective agency. This type of specialised B2B marketing work must ensure your questions are designed to reveal whether the candidate agency truly understands the engineering audience you want to reach or is just offering little more than generic marketing services dressed up in a colourful presentation stack. The questions you ask are not hard, but they can be difficult for those who do not know the answer.

So, to make sure you get the best from your new partner, here are some of our top tips for ensuring you don’t make a costly mistake.

You must avoid:

  • Mistaking quantity for quality. A campaign approach that constantly bombards engineers with featherweight, low-value fluff emails will not win friends. Quality emails, carefully written and vetted for real meaning and genuine value, are what’s needed here.
  • Gating top-of-funnel content. That content should be good enough to grab attention, build trust, and be easily accessible. Don’t hide it behind a gate. Most of your valued targets will not go to the trouble of climbing over your wall.
  • Ignoring the human element. Automated marketing should, above all, be a fast track to genuine human interaction in a way that results in high-value leads.

There are large agencies like Gravity Global in the US, AMI in the UK, and many others, large and small, that specialise in B2B marketing automation for technical industries. However, when selecting an agency, regardless of size or reputation, it’s important to take a careful look at their experience with engineering audiences, the depth of their overall technical capabilities, and their familiarity with some of the best-known marketing automation platforms. For example, Napier has long been a power user of platforms like HubSpot, Marketo and Pardot, and is always keen to investigate the latest options that emerge, which is part of staying current in a fast-moving B2B marketing environment; but not everyone is. It’s also good practice to ask for case studies or references from projects similar to what you will be working on to be sure your choice will be a comfortable fit with your requirements.

Napier enjoys proving that yesterday’s marketing doesn’t work in today’s rapidly changing business-to-business and technology industries. We have a better approach, and the awards to prove it. Our knowledge of B2B technology audiences is deep and data-driven, and our specialist marketing automation team support some of the most innovative and fastest-growing B2B technology companies in the world.

If you want to speak to the experts who can truly make a difference, get in touch to set up a call.


Building Bridges: The Role of Relationships in B2B Influencer Marketing

The importance of relationships in marketing has never been more pronounced, particularly in the realm of B2B marketing and the relationship with B2B influencers. Unlike B2C, returns in B2B marketing are often dependent on the establishment and cultivation of longer-term relationships. Understanding this has become essential for B2B growth, success and brand credibility.

There are many discussions today about how businesses are beginning to adopt the concept of influencer marketing, a concept that has almost inherently been a part of B2C marketing, largely driven by paid endorsements and direct product promotions. However, as B2B influencers began to emerge, the need to adapt to a more relationship-driven approach became more apparent. Why? Because let’s face it. B2C is more cosmetic. “I have something you want, and here’s what it will cost you”. B2B, on the other hand, is built on trust, credibility, and shared values. “I believe you could benefit from what I am promoting, and here’s why. I would be happy to organise a demonstration at your convenience, and you can decide for yourself”.

The difference is stark. B2B marketers have long known that B2B relationships are not about simply exchanging cash for goods; it's about seeking a deeper understanding of their customers' market and business. That desire to dig deeper is now extending to the role of understanding and developing influencers' roles within their respective industries and the value they deliver to their audience. This can often be within a framework of micro-influence, where their impact is felt within a very specific niche rather than a broad consumer base. That’s why B2B outreach strategies to influencers are so highly focused on building long-term rapport and meaningful connections rather than a one-and-done approach.

What many early B2B marketing adopters have discovered is that B2B influencers are likely to be driven by the desire to share knowledge, contribute to their field of interest, and engage with like-minded professionals rather than just an exchange of cash for influence (and coverage thereof). Therefore, companies that want to reach influencers and win them over should focus on providing value to those influencers through collaboration, shared insights, and opportunities for development. Creating forums for dialogue, such as webinars, industry conferences, or collaborative content businesses, can be good ways to position themselves as valuable and directly engaged influencer partners rather than dissociated sponsors.

Moreover, a good B2B marketer emphasises the importance of leveraging technology to enhance relationships. Digital tools designed to facilitate influencer engagement can enable companies to identify and connect with relevant influencers far more efficiently. There are now platforms for the recruitment and management of influencers that can help B2B marketing businesses understand their clients’ influencer portfolio and tailor strategies in a way that will resonate with their shared sense of value.  This technological integration is the bedrock of a more organised and strategic approach to influencer marketing.

Ultimately, the success of B2B influencer marketing rests in the ability to establish, build and nurture business relationships that transcend purely transactional exchanges. Businesses must embrace a structured approach to marketing that prioritises near- and long-term relationship-building. By encouraging and supporting genuine connections with influencers, companies can greatly improve their chances of success.


If You’re Not Testing, You’re Guessing: Why Experimentation is the Key to B2B Growth

Experimentation is not a marketing buzzword. It is a fundamental approach to adaptation and innovation that can be the difference between success and failure in the rapidly evolving landscape of B2B marketing.

Understanding Experimentation in B2B Marketing

Experimentation in the context of marketing means testing a variety of paths to determine which is the most direct route to a marketing goal. This can take the form of A/B testing, multivariate testing, or other experimental designs that enable marketers to evaluate the effectiveness of differing strategies, messages, and channels. The goal is to gather data-driven insights that inform decision-making, ultimately leading to crafting a more intelligent and effective marketing campaign.

What Are the Benefits of Experimentation?

  1. Experimentation delivers hard evidence about what will resonate with a target audience. By testing different messaging, visuals, and promotional offers, marketers can quickly identify the most effective catalysts for engagement and conversion. This not only improves the chances of campaign success but it also reduces the risk of expensive mistakes.
  2. The B2B landscape is characterized by rapid technology changes, swiftly changing customer preferences, and other market dynamics. To deal with these variables, experimentation fosters a culture of agility that enables organizations to pivot and adapt quickly based on test outcomes. This level of responsiveness is essential for staying competitive.
  3. By engaging in experimentation, marketers also gain deeper insights into customer behaviour. This depth of knowledge enables them to not only fine tune their offerings but also the way they communicate them to better meet the desires of their audience. This leads to better customer satisfaction and an increase in long-term loyalty.
  4. When marketing teams use data and experimentation, the organizations they work for are far more likely to achieve higher returns on their investment.

Using Experimentation to Overcome Challenges

Despite its clear advantages, many B2B marketers are still reluctant to embrace experimentation, citing concerns about the complexity of setting up experiments, the time required to analyse results, and the expense of failure. However, with experimentation platforms like Kameleoon available to simplify the experimentation process, testing is now accessible even for those who may be new to the concept.

Fostering a culture that embraces testing requires a shift in mindset. Organizations must encourage their teams to view failure as a learning opportunity rather than a setback, and leadership must champion experimentation by publicly recognizing its value to the organization.

Conclusion

Testing is a powerful tool for B2B marketing success. Data-driven insights enable organizations to make informed decisions, rapidly adapt to changing market conditions, and better serve their customers. Embracing experimentation is now a strategic imperative for B2B marketers who want to thrive

Remember: "If you're not testing, you're guessing."

Want to learn more about the power of experimentation? Listen to our recent podcast episode with Collin Crowell, VP of Growth at Kameleoon: https://www.napierb2b.com/2025/08/from-curiosity-to-conversion-the-power-of-experimentation-kameleoon-collin-crowell/


Strategy and metrics for ABM

Account-based marketing (ABM) is no longer fashionable marketing jargon. It’s now a staple of B2B marketing. But while more companies are embracing ABM, many struggle to make it deliver real, measurable results. That’s because those responsible for it have neglected to thoroughly research their strategy and establish how to measure various parameters of a campaign’s success.

It's a game of blind darts.

Start with Your Target Accounts

Do you have a long list of “target” accounts tucked away in a spreadsheet that hasn’t been touched in months or even years?

Dig it out. How many of those accounts are still relevant? How many still exist?

Effective ABM starts with identifying the right accounts—not just shiny brand names (and a few you’ve never heard of that “sound cool”) but who you’d really like to work with. Build your list using a combination of:

  • A thorough analysis of your best existing customers
  • Named accounts from sales
  • Account identification technology
  • Intent and firmographic data

This list should be dynamic and be reviewed regularly to ensure it still tracks with your ideal customer profile (ICP). Things can sometimes change profoundly with you and your company. The ICP you created a few years ago may bear little resemblance to the one you need today.

Identify the Right Channels and Tactics

Next, establish a means to evaluate the channels you’re currently using. Are they performing, or do they need an overhaul?

A multi-channel approach typically performs better in ABM. Depending on your target audience, this might include:

  • Telemarketing and outbound calls
  • Personalised (and I emphasize personalised) outbound email and direct mail
  • Paid social ads
  • Retargeting (especially CRM-based retargeting)
  • In-person or virtual events and networking

Align and Empower Sales and Marketing

ABM fails when sales and marketing don’t work together. To succeed, both teams must be in lockstep on:

    • The target account list
    • Campaign goals and KPIs
    • Roles and responsibilities at every stage of the buyer journey

Sales and marketing should also have access to the same data and toolbox. Marketing automation platforms can enable both teams to track engagement and monitor performance with minimal manual effort.

Create Personalised Content

As already mentioned, targeted personalised content is crucial for ABM success. It is essential that you show and understanding of each account’s specific challenges.

That doesn’t always mean creating one-off content for every company. You can personalise at scale by segmenting accounts by industry, challenge, or persona. “Personalise” does not mean “one size fits all”.

Meaningful Metrics

Once your strategy is in place, how you are going to measure performance?

Following are some key ABM metrics to watch:

Coverage - Are you reaching the right contacts within your target accounts?

Keeping an eye on coverage will help you understand data quality and will determine whether your database includes the right contacts. A good way to start is to create and build a spreadsheet of how many contacts you have for each single account. This will help you to see gaps that need to be filled. You can then use that purified foundation and build on it over time.

Engagement - Are your target contacts actually interacting with your content?

Are your targets engaging with you? They may not be, so it’s important to look for increased email opens, ad clicks, meeting attendance, and website visits. Engagement should grow over time, especially as you personalise more effectively. If it’s not, you need to know and take steps to reengage.

An effective way to do this is to use a simple model like the one below to compare engagement across account types. The table helps to break down important stats and therefore gain a better understanding of new account acquisition and, hopefully, expansion.

Average Contract Value

Retention Rate

Sales Cycle Length

Customer Accounts

Prospect Accounts

Non-Target Accounts

Awareness - Do your target accounts actually know what your company does?

Track your web traffic, direct traffic, brand search volume, and social mentions by target accounts. If their awareness of you is low or non-existent, consider updating your outgoing messaging or optimising your landing pages to make them more resonant (which is a whole other blog in itself).

Touchpoints - Are you engaging the right people, not just whomever you happen to catch?

High engagement is great but only if it’s coming from the people you actually want to engage. Segment your accounts into priority tiers:

      • Tier 1: Top 5% of target accounts
      • Tier 2: Top 20%
      • Tier 3: A broader ICP

This helps ensure you're focused on the accounts that matter most and enables you to fine-tune campaigns accordingly.

Revenue

ABM requires looking beyond last touch to understand how your efforts influenced closed deals. Even early-stage awareness can have a long-term impact on revenue, so it’s important to connect each campaign’s activity to the pipeline of awareness that was established to create it.

Final Thoughts

A smart ABM strategy and the right metrics go hand in hand. You can’t measure what you haven’t planned for—and you can’t improve what you don’t measure.

By setting clear goals, narrowing your focus to home in on the right accounts, personalising your outreach, and tracking meaningful metrics, your ABM campaigns stand a much greater chance for sustainable, long-term success.

Find out how Napier supports B2B technology companies with their ABM campaigns.


Why ABM Fails – And How to Fix It

Account-based marketing (ABM) can be a powerful instrument in a marketer’s toolbox, but it’s not a magic wand.

Sure. When it’s done right, ABM helps B2B companies focus their marketing and sales efforts on high-value accounts with greater precision and better ROI. But if it goes wrong, it can be a very expensive mistake.

So how can you use ABM to its full potential while avoiding a career-threatening mistake? First, you need to know how ABM can fail. Only then you can fully understand how to ensure it works for you..

Following are the top five reasons ABM can fail, followed by what you can do to avoid it.

  1. You’re Targeting the Wrong Accounts

This is probably the most common failure of ABM campaigns. i.e., the campaign has targeted the wrong people. This happens in one of two ways: the net has been cast too wide; or you haven’t effectively researched who your ideal customer actually is. Some teams overreach and build large, unrealistic target lists based on wishful thinking (e.g., big brand logos or “wouldn’t-it-be-cool if” prospects). Chasing these “prospects” wastes valuable time and, therefore, money on targets that would never materialise as customers while simultaneously sucking the oxygen out of those who stand a far better chance of becoming a valuable customer.

Other marketing teams, commit the cardinal sin of skipping the research altogether. Just knowing a company’s industry or size is nowhere near enough. If you haven’t done proper, in-depth research to identify their specific pain points, buying behaviour, or where they are in their decision-making process, you're just finger-in-the-air guessing.

The fix:
Stay focused. Use intent data to construct your Ideal Customer Profile (ICP) and use that profile to spot which companies are actively looking for solutions like those you provide. Prioritise accounts that show both a strong fit and a clear interest. That way, you know they are looking for you. All you have to do is show them how to find you.

The key is to always remember that a smaller, well-researched list of accounts will outperform a long list of companies that aren’t even in the market you want to attract.

  1. Sales and Marketing Aren’t Aligned

If Marketing is targeting one set of accounts and Sales is chasing another, you’re wasting valuable resources and sending mixed messages.

The fix:
Sales and Marketing must build the target account list together. That way, you can set clear, mutually defined goals, decide what success looks like for both parties, and keep communication transparent throughout the campaign’s lifecycle. ABM is a team sport.

  1. Personalisation is Superficial or Missing

Conducting outreach in the same way you’ve always done it, i.e., generically, doesn’t work in ABM. If your emails, ads, and landing pages could apply to anyone, you’re completely missing the value of personalisation and ABM.

The fix:
Use what you know about the account—industry challenges, company news, buyer roles—to tailor your content. The whole point of personalisation is to make it personal. Even small personalisation efforts can make prospective customers feel valued and understood.

  1. You’re Not Measuring What Matters

Measuring success by leads alone misses the bigger picture in ABM. It’s not just about the number of leads—it’s about engagement, establishing and growing a pipeline, and – surprise, surprise - increasing revenue.

The fix:
The best measurements track a range of metrics that reflect account progress. i.e.,  the degree of engagement across decision-makers; actual movement, however incremental, through the sales funnel, and the degree of influence a campaign had on closed deals. Establishing measures that set and gauge expected results up front takes time but pays off in higher-value wins. Successful ABM requires it.

  1. Your Tech Stack Is Working Against You

If your CRM, marketing automation, or data platforms aren’t set up to support ABM, your efforts will be disconnected and manual.

The fix:
Invest in tools that enable account-level targeting, tracking, and reporting. Even more importantly, make sure your team is trained to use them effectively. A good platform is a solid foundation that can help a great deal—but only if it’s built strong and used correctly.

Final Thoughts

As we said at the beginning, ABM isn’t a quick, magic wand, fix—it’s a strategic, fundamental  shift in approach. However, when done well, your Marketing and Sales teams will be in sync, targeting will be vastly improved, and the results will be satisfying.

If your ABM efforts haven’t delivered, examine your processes and, if necessary, fix them. The payoff is worth it.

If you have any questions, please reach out to the team or learn more about our ABM services here!


B2B Marketing in 2025. Is AI the Answer, or the Question?

This blog looks at what we can expect in terms of B2B marketing trends in 2025. From organic traffic to influencer marketing, we cover the key areas in B2B marketing which face potential changes in 2025.

Google Search to ‘Profoundly Change’

Google’s CEO, Sundar Pichai, has stated that traditional search will ‘profoundly change’ in 2025 and beyond, and it’s fair to say that he probably has the world’s largest bank of data to support that statement. The takeaway is that Google Search is working very hard to make it much easier to find exactly what B2B marketers - and their clients’ customers - are searching for, no matter how tricky or tough the search query might be. I believe it would be foolish to bet against them succeeding.

The thinking is that, in a world increasingly awash with misinformation, Google wants to help people quickly find easy-to-understand, information that they can trust and do so in a way that makes the search experience even more like a discussion between trusted, highly knowledgeable friends or colleagues.

Of course, Google is going to do this with AI-enhanced tools that, in a way, throws down a virtual gauntlet to its competitors. Google Search will look to try to answer informational queries in a better way (e.g. which is the best 8-bit micro for my IoT sensor board) rather than just providing a set of links to suppliers.

All AI-driven marketing tools are all likely to remain standing throughout 2025, but some will stand taller than others… and some of them will continue to grow in stature and usefulness.

Organic traffic to B2B websites will begin to dissipate

And here again is the influence of AI. “Generative” AI that is.

The capabilities of Generative AI will not only impact B2B websites, but most websites of any persuasion. Those who try to try to make up the shortfall by using human beings to chase a broader range of SEO keywords will only fall further behind because Generative AI will simply outpace them.

Yes, Generative AI tends on balance to rank lower in SEO because of what it perceives to be lower quality than human-generated content, but humans looking for broader search terms will dilute the qualities Google values most in determining rankings, i.e., experience, expertise, authority and trust. As those qualities give way to smarter entries by Generative AI, human-populated websites will drift further down in the SEO rankings.

Pay-to-Play Trades

It’s been a running sore for publishers, B2B marketing agencies and their clients for more than a decade, and one that has become increasingly acute in Germany, but paying to have an article, opinion or thought-leadership piece  published, similar to but different in form than a straight advertisement, will go from an uncomfortable but necessary way of gaining coverage to an unwelcome but largely unavoidable addition to the cost of doing business. It’s a pity because, along with the diminished credibility of the content goes the devaluation of the form of communications. Websites will be perceived as little more than purveyors of propaganda and content will be largely overlooked to go straight to the ordering page.

Well-written content and genuine news and product information deserve to be seen on their merits. By the same token, however, publishers deserve to make a living by providing a compelling, prestigious communication platform, and that costs money. Therefore, pay-to-play will become more the norm for B2B trades. It’s not far off being ubiquitous already, and companies that are reluctant to budget for advertising (which is fundamentally what pay-for-play is) will find it increasingly difficult to get seen.

The business press in B2B

With the trade press increasingly requiring payment for space rendered, B2B clients will look to shift their focus from the trade press to secure coverage in the more traditional business press.

This trend is due to the fact that business press publications often have better SEO than trade press, which makes them more compelling to clients who want to reach a wider audience through online searches. They know that their customers are now more likely to use Google to search for information rather than hope its next month’s theme in their favourite trade magazines.

I must, however, issue a word of caution. Yes, there is a perception of a declining readership of the trade press and, therefore, a declining trade press. There is an element of truth in that, but it is only true in some industries and in some countries. In many instances, the traditional trades are alive and, if not thriving, well enough to stay off the oxygen tank… so far.

But I digress.

The migration of B2B companies to the business press is being driven by the fact that many of them, especially IT companies, have a lot of money to spend. A few million pounds to splash around has long been a standard budget item for them, but not necessarily for small- to medium-sized businesses.

The difference isn’t necessarily the proportional budget ratio, it’s more to do with the fact that large IT (or similar) companies make products that are used by a large number of people, so they needn’t be quite as precise when they target their ad spend. On the other hand, smaller SME’s may make highly specialised products that are of interest only to a specific type of customer or market niche, so a significant portion of their big marketing spend (if they’re big spenders) is likely to be wasted. That’s why research is so important to them to give them a better chance of hitting what they’re aiming for. However, research costs money, too, and even the most carefully calculated budget can be misdirected.

For example, there is a belief that C-Suite occupants influence decisions for a much wider range of products and tend to get a disproportional amount of money spent on reaching them when, in fact, they hold far less sway than they are given credit for.

That’s not to say that the C-Suite isn’t influential for some B2B products. They often will for example, care about information and IT security, in which cases it makes sense for relevant vendors large or small to specifically target those execs. But for the most part individual mechanical or electrical components that comprise physical B2B products will never be discussed or considered at Board level, so companies in a specific technical niche could waste time and money chasing boardroom egos for a decision about buying their widget when the Board would find it difficult to care less.

It's not necessarily wrong to go after C-Suite occupants, but if you want your investment in reaching the business press to pay off, you need to make sure that they are really the people who will influence the decision to choose your product or service.

Finally, be aware that, in 2025, your business press campaign might just fail, not because pursuing the business press is wrong, but because many B2B companies are not in a position to create pitches that resonate with business press journalists. You must have a highly compelling story to tell, or news to share, and many B2B companies simply do not. The 10th anniversary of your name change from Joe’s Garage to Jim’s Garage is no doubt terribly exciting for you and your mechanics, but outside of the relevant trade press, the “news” of the name change is of no interest to anyone but Jim, and Jim’s mother.

Moreover, some C-Suite execs will not or cannot invest the amount of money needed to make a business press campaign successful. Why? Because it's a lot more work to get a similar level of coverage in the business press than it is in the trade press, and if you want more work done, you have to be prepared to pay for it. Many are not.

Influencer marketing

The inexorable rise of influence peddling will continue, but in 2025 that rise is more likely to resemble a massive jump in terms of B2B marketing as those who decide to “influence” professionally, or just make it a bit of a side hustle, grows (ahem) “by leaps and bounds”.  B2B marketing has traditionally been resistant to the use of influencers, but that prejudice will continue to wear down in 2025 as the incentive money available from brands steadily finds way into the hands of B2B marketers who are prepared to take that road. It will be interesting to see how that plays out during the year. Will more and more B2B marketers jump on the influencer bandwagon, or will those wheels begin to wobble next year?

Podcasters will break out of their pods

During 2025, forecasters are predicting that the number of regular podcast listeners will reach a half billion, and that level of success is getting the attention of B2B companies.

However, the smart money says that podcasts will become far less niche and be increasingly embraced by the mainstream. Napier has long championed podcasting and regularly produces and distributes its own topical programming. In doing so, Napier podcast producers speak with a lot of other B2B podcasters to exchange ideas and learn about best practices. One striking finding is that even B2B brands that achieve, for example, only 50 downloads per podcast, still feel they are very worthwhile exercises because the content engages senior executives to get involved, which is precisely the audience they want to reach. It’s a cliché, but as with most cliches’, it carries whisper of truth – it’s not the quantity of podcast listeners, it’s the quality. And it’s still far less expensive to create content that 50 people download than it is to send a sales rep to deliver the message to 50 people in person on the chance that they might listen.

The age-old question: Are trade shows dying or reviving?

For 2025, the answer to the trade show question is an easy one. There will continue to be a resurgence in both live event and trade show attendance. Many observers used COVID as an excuse to plunge a virtual knife into the heart of traditional trade shows, confidently predicting their demise.

However, major shows like CES and Electronica have seen a substantial increases in attendance recently, with CES attracting around 240,000 visitors in 2024 and Electronica seeing a 33 percent increase in visitors compared to pre-COVID numbers. The desire is clearly still there.

Also, events like Embedded World in Germany have now expanded to host a North American version to reflect the growing demand for such in-person events. Even press conferences are making a comeback.

The bottom line is – the majority of people still prefer to deal with people. Looking someone in the eye, in person, will always tell you a lot more than looking someone in the eye across a two-dimensional laptop screen. And today, you can’t be 100% sure the face staring back at you from the screen is an actual person anyway.

Martech will be on the march

The availability of clever new marketing technology (“martech”) – especially technology specifically designed to assist B2B marketers - has grown exponentially in recent years and shows no signs of abating in 2025. There are now so many potential avenues to travel it can be challenging to determine which one is your business’s yellow brick road, and therein lies the conundrum. Is there one path to success, or many?

Some of the trends expected to inform the near future of martech include:

  • The ubiquitous presence of AI and machine learning, with AI-powered chatbots, content creation, and personalisation destined to become even more prevalent.
  • Predictive analytics models will map customer journeys and enable brands to predict customer needs and deliver precise resolutions.
  • The automation of many tasks will become a critical component to staying competitive as marketing activities become more complex.
  • Augmented and virtual reality will be more frequently used.
  • Ethical and sustainable martech will be scrutinised by both B2B and B2C consumers for environmentally sensitive compliance through 2025 and beyond.
  • The rediscovery and resurgence of the still highly effective use of email marketing is expected to continue in 2025.

Account-based Marketing will lose its lustre

The allure of account-based Marketing or “ABM”, the darling of the B2B marketing world in recent years, will see its crown slip in 2025. ABM ,once considered a clever and effective innovation, is no longer either of those things. ABM is now seen a “table stakes” component that is required just to get in the B2B marketing game. Although it is useful, it no longer has the cache it once did, so proclaiming its effectiveness – and your expertise in it as a selling point to a prospective client – is unlikely to turn anyone’s head in any direction but down in 2025.

AI will become an adult

AI has matured fast. Very fast. It was born, learned to walk and speak, and raced through harrowing puberty in record time. It is now more than ready to borrow dad’s car and take its best friend, machine learning, for a spin.

But will it slow down in time?

The truth is, “maybe.” Even though AI will continue to profoundly change the B2B marketing mix, the pace of that change and the keen interest in it are showing signs of slowing as users and potential implementers cautiously start pumping the brakes. AI is certainly not going to stop spreading—far from it—but it is likely to do so slightly less quickly.

Users have come to understand where the success and benefits of AI lie and where it still needs to improve.

The question remains what will AI achieve in 2025, and how can it evolve to support marketers further?

Ask us this time next year, as we take what we learned from 2025 and look to 2026.


9 Ways to Target the Right Audience with Segmentation

This blog is about segmentation, i.e., how to ensure that you target the right audience with your B2B marketing campaign, and ensure you make better use of your total marketing spend.

Segmentation is important. It may surprise you that there are at least nine ways to do market segmentation. The segmentation method – or methods - you choose to deploy will depend very much on your individual circumstances, but if done properly, all these segmentation methods will work.

It was John Wanamaker, the 19th and 20th century United States merchant, innovator and marketing pioneer,  who is generally credited with saying, “Half the money I spend on advertising is wasted; the trouble is I don't know which half". He was in a position to know because he is also credited with writing and running the first half-page and first full-page newspaper advertisements for his department stores. It’s telling that he later hired the world’s first full-time advertising copywriter, and his sales figures soon doubled. (Read into that what you will.)

But getting back to segmentation, as I suggested, there are lots of effective ways to segment audiences, but one of the great benefits of an ongoing programme of market segmentation is that the results improve in direct correlation to the performance of your marketing campaign. Although Wannamaker wasn’t sure what money he was wasting, my view is that with today’s marketing tools, you’re only wasting money if you’re showing your ads to the wrong people, and that’s usually because your segmentation isn't very good.

How and when segmentation should take place

Some marketers segment their target audience by job title, and others segment by feedback on behaviour. The good news for now is that, although people do it different ways with different criteria, everyone is, in the end, segmented. That strongly suggests that, even though they do it differently, marketers understand the importance of segmentation. They're not just fire-hosing their marketing materials at every customer on their database.

And it’s this generic oversaturation approach that is probably the biggest culprit in terms of throwing money away. If you’ve pointed your marketing budget at the wrong people, a lot of your money is going straight down the drain. It’s also probably annoying potential customers who, with a little more research and a subtle segmentation variation, might have been viable prospects.

So, let’s shut the money valve for a moment and clearly identify people who are actively buying “right now” and not just passers-by who “might” buy in the future. We can then provide them with a fresh stream of relevant marketing information that they’ve already indicated they have a thirst for.

Good segmentation means that campaigns are more likely to succeed. You might have different messaging based on the market or persona you’ve targeted, or you might segment simply by company size, but the most important part is that you have done the segmenting work.

You should always segment. Wherever you have an opportunity, focus on the people who are going to be really interested in your content. Whether that's through advertising, email marketing, running social campaigns, or indeed, even going to trade shows, you need to be thinking about how you segment and how you will give a different, highly relevant, experience to different audiences who have different requirements.

There’s more than one way to segment an audience

The first is the classic firmographic and demographic segmentation, which is based upon who people are and who they work for. It could be based solely on seniority, job title, industry or company size.

You might only want to target enterprise companies, or you might only want to target SMEs. Location is obviously another important firmographic segmentation.

Customer tiering is also an important aspect of segmentation. Tiering reflects the strategic importance of revenue potential determined by the demographics and firmographics you’ve evaluated. In essence, you need to examine the data about the company you’ve targeted, determine how good a customer they're likely to be, and tier them accordingly.

There are several ways to do this, but one of the most obvious tools for the job is LinkedIn. If you're doing a campaign based on a specific company and the people who work for that company, LinkedIn is not only the best source of information about that company and its employees, but also a great platform to implement campaigns that will reach them.

Yet another way to look at segmentation is related to behaviour, and it’s very simple.

If people go to your website and look at certain pages, their behaviour on your site indicates a specific interest in certain product families. This tells you that you should only send them content about those products and not about others they’ve shown no interest in unless there are closely related goods or accessories that are commonly associated with their primary interest.

Don’t neglect existing customers

Don’t neglect marketing to customers who are already buying from you. Good marketing campaigns for software as a service (SaaS) tools use the data that they acquire to understand what different customers are already using their tool for, and then they market in a way that uses the current buying trend as a channel for new marketing campaigns. For example, a typical SaaS marketing campaign will aim to increase the range of features that existing customers already use because the more they use those features, the stickier that SaaS tool is likely to be.

Finally, you can look solely at the buying behaviour, i.e., how specific people buy. If you're involved in selling a small number of very high-value products, you might want to model what a highly select group of customers do when they buy and then market to those specific individuals in a way that reflects their specific role in the buying process.

Typically, to determine the potential value of a marketing target you review the customer lifetime value, or the annual reoccurring revenue if you're selling something that's more subscription-based. Remember, you can look at actual revenue generated, but you should understand that it doesn’t necessarily reflect actual profits, so it's often more useful to segment based on known profits.

Length of service matters

The length of a relationship with a client is hugely important for segmentation. The major calculation to look at when you're thinking about segmentation is your average order value, multiplied by the frequency of purchase. That will enable you to calculate what it will take to retain a customer and give you a good feel for their lifetime value to your company.

Ultimately, when you know the potential value of a customer, you then know how much to invest in capturing, retaining and/or growing them. It has the added benefit of acting as a signpost for acquiring new, similar customers. This type of value-based segmentation model for existing customers might help you assess and generate value from a number of similar target companies. You simply allocate prospects into groups based upon their value characteristics.

The Fifth Element

Our fifth segmentation metric is psychographic segmentation, which divides consumers into sub-groups based on shared psychological characteristics. This segmentation method is really about understanding the psyche of the decision-maker.

It’s a classic way to segment and, simply stated, it's about building “personas”. A good persona doesn’t just identify someone in terms of their demographics, how old they are, what their job title is, and things like that. What persona building really looks into are the challenges of that person's role, how they feel as they progress in their role, how they prefer to get recognised and, therefore, what you can do to help them do a better job and gain that recognition.

So, for anyone using personas as a pillar of their market segmentation, psychographic segmentation is the right place to start. But it’s important to enhance those personas to get a full understanding of what you can do to provide your client with an easier life, by reducing or removing their biggest challenges and potentially getting them promoted as a result of enabling them to do their job better and more efficiently. One of the great things in marketing is that if you can get your client contact promoted, there's a lot of incentive for that client to continue using you to assist with their successful marketing campaigns.

The detail is in the data

Related to psychographic segmentation is data-driven segmentation. There are lots of algorithms that can generate customer clusters based on certain defined characteristics. This approach is different because you’re not trying to understand the customer to build your segmentation. Rather, you’re gathering data for an algorithm to crunch and identify segmented groups for you. Sometimes these groupings are fairly obvious, but sometimes they can be unclear, so you have to be careful that the assumptions made by the algorithm make sense. Nevertheless, it’s very useful to do data-driven segmentation to test messages on a small sample of each segment. That helps you to identify the optimal message in broad terms. Even if you don’t fully understand why a particular market segment has been identified by the algorithm, it’s  worth a test or two to find out.

It’s the journey and the destination

Customer journey segmentation is a method that’s often underrated and overlooked, but that’s because it's often difficult to fully understand where someone is in their customer journey.

We often hear of top, middle and bottom-of-funnel content, which is essentially a very simple description of journey segmentation. But the more granular you can get in analysing their journey, the better your campaign will be because you can really assess, and address, where people are in their journey and what you've got to do to move them to the next stage. It does require a considerable investment in building customer journey models, but it’s worth it, and the results are often fascinating.

I hasten to add that referring to “top of the funnel, middle of the funnel, and bottom of the funnel”, and doing so frequently as a blanket term, tends to reflect the application of generalised content. It’s not market segmentation per se. When you create content to target people at different customer journey stages, you need to get it in front of people who are at that specific stage, rather than just throw it on the funnel pile and hope it filters through. The reality is there are people at all stages of their journey, and you can’t cast your message in a bottle onto the surface and hope it somehow navigates its way to your intended target. It needs direction. In other words, segmentation.

When in need, buy a solution

Our penultimate segmentation method is needs-based segmentation. There's a classic theory called “jobs to be done theory”. Put very simply, it’s a theory that is based on the notion that people buy products and services to get a “job” done. In other words, people don't buy products, they buy solutions to getting a job done.

The academic language for that is “hiring products to solve a problem”, i.e.., people don't buy a drill, they buy the ability to create holes. That can be quite interesting because some customers might have been in separate segments under one model, but in a needs-based segmentation model they actually come together. It’s an interesting way to think differently when you segment disparate audiences.

 Account-based marketing 

The last segmentation theory is account-based marketing, which is a mindset that designates every customer as a segment, which enables you to be highly personalised in your communication. It enables you to really understand each individual customer and is one of the most popular segmentation approaches in B2B marketing today. And that’s because it’s one of the most effective segmentation strategies, whichever side of the aisle your customer’s on.

What will work best for you?

The bottom line to determine which segmentation method will work best for you is to test them, and that requires information. Data, and lots of it.

We have had a lot of companies come to us and say, “We have a lot of data, we just don’t know what to do with it.”

Our answer to that is, “You’ve come to the right place then.”

“How do you know?”

“Because our segmentation process predicted you would”.

There is no perfect way to segment. And there are lots of different approaches. Some of them are hard. Some of them are easy. Don't go for the hardest approaches. Start in an easy and simplistic way then gradually build as you enrich your data. Keep testing different approaches and keep gathering data.

Hopefully, you have a couple of segmentation models that you can try with your customers. And if you're interested, please contact us at Napier. We're very happy to work with you to help you enrich your data, improve your segmentation, and ultimately, increase the performance of your campaigns.


The Art and Science of Marketing ROI

Marketers can face a set of unique challenges, including developing and championing a range of strategic marketing initiatives that will ultimately achieve a demonstrable return on investment (ROI). But it’s not always a straightforward journey.

In this blog, I’ll take a closer look at the intricacies of achieving a respectable marketing ROI, highlight its importance, and provide practical strategies for successfully navigating the path to success. Applying what I’ve learned will enable you to optimise your marketing strategies, increase customer loyalty, implement new ideas and maximise the value generated by your marketing campaigns.

Adopting a Strategic Mindset for Marketing Success

Start by developing an informed strategy. This includes aligning marketing objectives with overall business goals and ensuring that all marketing activities contribute to the strategy that has been designed to meet those goals and objectives. Put simply, make sure your marketing strategy goals run in parallel with and support your corporate objectives. It’s common sense, but too many marketers end up setting their own agenda with scant regard for not only meeting corporate objectives but accurately measuring the results they want to achieve.  For instance, if your aim is to increase customer loyalty, campaigns that measure ROI for that loyalty require tracking repeat purchase rates, customer lifetime values and net promotion scores.

Effective Measurement Techniques for Maximizing ROI

Measuring marketing ROI not only enables you to gauge the effectiveness of your campaigns but also serves as a means to align them with your brand's identity. Employing various tactics to measure ROI, such as tracking website traffic, monitoring conversion rates, calculating customer acquisition costs and quantifying customer lifetime value, is crucial. If your brand identity centres on sustainability, you can measure the success of a sustainability-focused campaign by tracking metrics like eco-friendly product sales, social media engagement and customer feedback to ensure the most relevant use of your marketing resources.

Coordinating Multiple Agencies for Marketing Accountability

Marketing professionals often collaborate with external agencies to execute their marketing campaigns. Ensuring effective coordination between respective activities and monitoring their individual and collective performance is essential for accountability and validating the achievement of the desired ROI. Marketers must ensure they establish and maintain clear communication channels, set performance expectations and regularly review agency deliverables. By coordinating agencies effectively, you can ensure better and more definitive overall results.

Unleashing Innovation for Maximum Value

To maximize ROI, the marketing team must always solicit new ideas and explore innovative approaches. Experimenting with new channels, emerging technologies and creative campaign concepts can help break through the noise and sustain resonance in cluttered markets. Being on constant watch for new opportunities, for instance, by engaging tactics such as influencer marketing or interactive content, can generate higher engagement rates and conversion numbers. By regularly exploring new marketing strategies and techniques, you can discover opportunities to optimise ROI and drive ultimate value for your company.

Presenting Quantifiable and Qualitative ROI to the Board

Showcasing marketing success and justifying previous (and further!) investments to the board requires presenting your ROI figures in both a quantifiable and qualitative manner. This involves translating the data you’ve collected into meaningful insights and demonstrating how they support and, hopefully, enhance the organisation's overall business objectives. Visually appealing graphs, charts and case studies can effectively communicate the impact of marketing initiatives on key performance indicators, which will gain you support for future marketing initiatives and make a compelling case for continued investment.

Conclusion:

As we’ve seen, measuring marketing ROI is vital for strategic marketing initiatives. By adopting a strategic mindset, leveraging the results of accurate measurement techniques, coordinating internal and external stakeholders agencies, encouraging innovation and presenting sound and supportable ROI to the board, you can demonstrate the critical role marketing plays in business success. Regularly measuring ROI and adapting your marketing strategies accordingly ensures optimal resource allocation and continuous improvement.

It is both art, and science.


Ignite Your Influence: Advice for Starting a Career in Marketing

We all know that there is a global skills shortage, which intensifies the competition for talent between all manner of businesses for all manner of skills.

Marketing, especially B2B marketing, is no exception. As a profession, we need to clearly define what skills are necessary to embark on and succeed in a career in B2B marketing and make it an attractive proposition for those who are considering their career options because, these days, they have a lot of them.

Those of us already in the marketing profession enjoy it very much but sometimes wonder why it’s difficult to find the same enthusiasm in others.

The short answer is, ironically, that our profession is not as good as it should be in marketing itself!

We’re more than happy to take up that challenge, but to do that, we need to start at the source of the talent stream and divert it to where its nourishment is needed most.

We’re somewhat biased of course, but B2B marketing is not a backwater. It’s mainstream. And we set out to find out from peers in our field what they believe it takes to attract and retain talent in an increasingly explicit field.

Fortunately, Napier hosts and runs the Marketing B2B Technology podcast. As part of our podcast interviews, we asked podcast guests from a wide range of B2B marketing tech companies to share their best advice for young people contemplating a career in marketing, B2B or otherwise.

Here’s a compendium of what we learned:

Skills

The first thing that a prospective employee – or someone already in marketing or considering a career change - should do is a detailed assessment of their existing skill set. What are you good at? (Be honest!) What excites you? Are you more creative or analytical? There’s not a right answer because marketing requires each of those personality types and many more, but it’s important to truly discover yourself. You then apply those identified attributes to an agency or company that can use, and nurture, those strengths.

However, no matter how good you now think you are – and we all think we’re pretty good to some degree - you have to leave your ego at the door. You are now part of a team. What you need to bring is a fresh take with your creativity, attention to detail and any other demonstrable skill you possess.  Remember, marketing is a science, not a magic trick... although magic sometimes happens!

Anyone who wants to get into marketing should consider studying business first. You need to at the very least have a basic understanding of how business is structured.

And it’s those business basics that will serve you well in engaging with your customers throughout your marketing career. If you’re focused on that, you’re helping customers along the buying journey in ways they can relate to. Don’t focus solely on features and benefits. Focus on how your product or service will improve your customer’s personal or professional life.

If you honestly identify your marketable skills, and are a champion of them in the workplace, your stock will go up. Don’t worry too much about making a mistake. Mistakes are good. They mean you are trying to do the right thing and occasionally failing. It’s said that Thomas Edison failed in the order of 1,000 times before producing a light bulb that worked. Now, don’t think of marketing as a failure academy because the best marketing is derived from learning from occasional misfires – yours and others.  In fact, don’t think of it as marketing per se.  Think of it as educational and helpful, particularly in B2B marketing, which in many ways is exactly what it is.

Experience

There are so many directions a young person can go that could align with their passion, whether they’re more creative, mathematically or technically inclined. There is fulfilling room for all in B2B marketing. In fact, marketing is a great place to gain experience because you almost can’t do anything wrong. A huge part of marketing is making educated decisions about what is going to be of most value to a customer to help them in their buying journey. Not every cul-de-sac will lead to a sale, but that’s the beauty of it. You add it to the list of cul-de-sacs to avoid, unless a customer wants that particular cul-de-sac!

You may end up at a large megafirm (congratulations), but more often than not the best place to gain valuable experience or hone your skills is with start-ups, or small regional or specialist agencies. It’s also more likely that you’ll be “seen” and be afforded opportunities to get more quickly involved at increasingly senior levels. Use the early years to absorb as much information and practical real-world experience as possible. Volunteer for every project. If there’s something you can’t do, be honest about it, then try to learn. And that’s the main point anyway. You should never stop learning, especially from mistakes! Take control. Apply your positive attitude, activity and efforts to learning. Then use what you’ve learned to get results for your clients. It’s one of the most satisfying things you can achieve early in your B2B career, and the beauty is that that satisfaction will increase throughout your career as your experience continues to grow. Never. Stop. Learning.

Customers

Customers always have been and shall always remain supreme.

In B2B marketing, if you want to market a company effectively, especially when you’re not immersed in their products every day, you must talk with their customers. That’s where you find out what they love about the product, which will help you understand how to reflect the best of the product onto your client’s target audience.

And that’s the key. Part of the process of learning and gaining experience is working hard to gain an understanding of your client’s customers. Remember, it’s ultimately not solely about your client’s product or services, it’s about their customers’ needs and what you can do to help satisfy those needs.

If you’re early in your B2B marketing career you have an opportunity to establish yourself as an expert, and you can become that very quickly if you make it a point to always think about your client’s customers’ needs first.

Just remember that marketing is about customer empathy and insight. If you come to understand them well enough to feel their pain points and learn how to communicate about how a product or service can minimise or eliminate those pain points and, therefore, improve their lives, you’ll succeed.

Business

Once you understand customers you need to put things in a business context, so you need business skills, not just marketing skills

It is absolutely critical to invest in your own business acumen. Earn your seat at the table of the executives and the board, to understand how every single ounce of your effort is driving business impact.

Don’t get hung up on the tactics and the things that aren’t important. Business is quite simple when you boil it down, we’re trying to get more customers, trying to reduce churn, and trying to increase profit.

Metrics

Marketing is a marriage of art and science. For people who enjoy using use both sides of their brain - plus the bit in between - it’s a very satisfying way to make a living.

That said, you must understand how the use of those sensory attributes applies the fundamental marketing metrics. i.e., the analytical measurements. If you get the input metrics right, the output metrics – that’s the science bit - happen automatically.

Park your opinion and follow the data using as many marketing tools as you can. There are plenty available today that are not only very useful, but a lot of fun to use.

Put simply, measuring everything correctly will give you results that you can count on to create your vision. That’s the art bit.

So, if you’re curious, enjoy creativity and storytelling, and if you enjoy making sense of data, there is an exciting career waiting for you in marketing.

Keep developing

Markets are constantly changing, so you have to keep learning, which is never a bad thing.

Read a lot. The more you read, the more you feather your knowledge nest and the more you’re likely to be able to absorb information and develop skills that will benefit you, your client and your employer.

It's tough out there, but you’re tougher

All of the above said, marketing is no Shangri-la (except when you score a big success!). Thick skin and patience have their respective roles to play but use them to play the long game. Marketing isn’t magic. It takes time to work, so set expectations and don’t overpromise.

Even better, develop the skill of learning. Learn how to say complicated things in simple ways. If you can’t get an idea across in two sentences or less, you’re probably overcomplicating it and your audience will switch off.

If you get stuck and can’t find a solution at that moment, it doesn’t mean that it doesn’t exist. Stick with it. The truth and the solution are out there, and you’re the one who's most likely to find it!

Conclusion

Not one of the professionals we spoke with for their interview said, "Don't go into marketing".

Quite the contrary. Almost every one of them said some form of “Go into marketing determined to use all your skills and all of the tools available to you because there is ample space to apply and make a success of all of them.”

And we hope you will.


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