You're facing internal resistance to your new B2B marketing strategy. How will you overcome the obstacles?

Well, I believe that resistance should not be seen as an obstacle in the first place. If anything, internal resistance is healthy, as it reduces the risk of oversight and ensures that your strategy factors in diverse perspectives, making it more likely to work. Having said that, when faced with internal resistance to my strategy, I would make every possible effort to assess the concerns of my team / collaborators before deciding on the appropriate course of action.

Resistance is a gift. Strengthen your strategy and plan by letting other people poke holes in it. Dont be so in love with your own ideas that you miss weaknesses. Be open to others' ideas and incorporate the good ones. If resistance is coming from your client, draw a clearer line between their goals and your strategy. Point to research and prior campaign results that support your plan. This is the meta moment when you market your marketing. As a last resort, if your client insists on pursuing a strategy you don't recommend, tell them you'll do your best to make their way work, but put in writing that it's counter to your recommendation. If it works, be humble. If it fails, be gracious and find what you can learn from that failure.

In my experience, to overcome internal resistance, it's essential to understand the root of the concerns. Engage with the team and actively listen to their feedback. They might highlight important issues, that you hadn’t fully considered.

Overcoming resistance to a new B2B marketing strategy often comes down to engaging key stakeholders early on. Showcase quick wins to build trust of your peers. It’s also crucial to align the new strategy with the company's goals. By establishing feedback loops and demonstrating how the new approach benefits the company’s overall success, you can create a supportive environment and ensure a smoother rollout.

Your strategy should be based on insight and research so you should be able to respond to any concerns and evidence why the chosen strategy is the best approach to meet your overall objectives. The insight and research should be a mix of internal and external focused on meeting your prospective/existing customers needs.

Todas as novas estratégias de marketing devem ser bem planejadas e alinhadas principalmente com a alta liderança da empresa,e com os departamentos diretamente envolvidos, vendas, atendimento ao cliente, serviços de pós venda. Estamos claro a estratégia a todos o risco de preocupações diminui significativamente.

While rolling out a new B2B marketing strategy, sometimes the sales team prefers traditional cold calling, and the product team worries about resource strain. this is what you can do; First, you listen to their concerns to acknowledge their views. Then, you find early adopters within the teams and run a small test campaign, demonstrating quick wins with measurable results. For example, you target five high-value accounts, close two deals, and show how the strategy boosts deal size. Finally, you offer training to help teams adapt, turning skeptics into supporters. By demonstrating value and aligning with business objectives, you ease internal resistance and gain buy-in for your strategy.

First and foremost, I would try to understand the reasons why there is this resistance. Then, I would engage with key stakeholders to understand their specific objections. Are they worried about budget, messaging, or target audience? Identifying their pain points allows me to address them directly. I’d make sure the marketing strategy clearly aligns with the broader organizational goals. If stakeholders see how the strategy drives revenue, supports sales, or improves customer retention, they are more likely to buy in. I’d present data and case studies that support the strategy.Getting input from sales, product teams, and leadership not only makes them feel heard but also helps refine the strategy to meet broader needs.

I can only share about B2B scenarios. Internal resistance to marketing strategy is a double edged sword. It can force the strategists to their homework, include key functions in the discussion, and commit to piloting/selling ideas over the long term. But "internal resistance" can also shed a stark limelight on the very damaging inertia of status quo. This is why highest-level executives should, but often don't, include both marketing strategists AND marketing communications strategists on their leadership team, ALLOW TIME FOR, ENCOURAGE, INVITE, and LISTEN TO the discussions.

It's crucial to spend time consulting with stakeholders while developing your strategy. Explicitly crediting them with ideas and insights they've offered demonstrates that you value your colleagues' professional opinions, and shows appreciation of their time and expertise.

Understand each stakeholder's role and communication style. Tailor your messages to resonate with their specific needs and concerns. Give stakeholders a sense of ownership over the new strategy. This could involve assigning specific tasks, seeking their input on decision-making, or recognizing their contributions publicly. When stakeholders feel empowered, they are more likely to be invested in its success.

En mi experiencia trabajando con equipos multidisciplinarios tanto de marketing como de negocios, es fundamental promover una comunicación abierta y una visión compartida que guíe cualquier proyecto de marketing B2B. Algunas recomendaciones generales: 1. Explicar claramente los alcances del proyecto a todas las partes interesadas y resolver dudas generales. 2. Tener reuniones semanales para alinear los objetivos de los involucrados y revisar objetivos. 3. Comunicar el cumplimiento de metas y siguientes pasos continuamente.

Involving stakeholders is crucial for gaining commitment. Start by identifying key stakeholders from different departments and levels within the organization. Invite them to participate in the planning and implementation phases of the new B2B marketing strategy. This collaboration leverages their expertise, addresses their concerns early, and fosters a sense of ownership. Regularly update stakeholders on progress and seek their input to refine the strategy. By making stakeholders part of the process, you reduce resistance, dispel fears, and create a shared vision that aligns with the organization's goals.

Interdepartmental change management is critical to the successful of any B2B strategy, you need to remove the silos and ensure the strategy is created, accepted, approved, and implemented across the entire company, just not marketing or sales as a specific vertical. Stakeholders can also provide valuable KPIs and act as a steering committee based upon current or future directions the company might head.

Involving the stakeholders in your idea is key for a sucessfull strategy. Not just in B2B, in all corporate world, you need allies and partners to build a stronger case and move your ideas upward.s

In addition to communicating the expected benefits, I would recommend explaining the rationale for the strategy, especially going over research findings that may have been key in your message formation, positioning and ultimately the entire strategy. Do not assume people understand marketing. Many think of it as sales.

Uma estratégia eficaz envolve a criação de conteúdo direcionado para cada etapa da jornada do cliente, desde estudos de caso que demonstram resultados tangíveis, até white papers e webinars que educam as partes interessadas sobre as implicações de suas escolhas. O uso de narrativas que conectem os benefícios da sua oferta com as preocupações específicas dos clientes também é essencial. Além disso, incorporar métricas claras e comparações que destacam a diferenciação da sua marca em relação à concorrência pode fortalecer ainda mais a percepção de valor e facilitar a tomada de decisão.

Communicating the benefits of a new B2B marketing approach to the wider business to get buy-in can be challenging. It cannot be assumed that they are looking with the same marketing lens. There needs to be more background outlined of the rationale behind the approach - why it's important to the company, team and stakeholders involved rather than just being another "marketing initiative".

Aus meiner Erfahrung hilft es enorm, Vorteile nicht nur abstrakt zu kommunizieren, sondern direkt greifbar zu machen. In einem meiner letzten Projekte habe ich gemerkt, wie wichtig es ist: - Zahlen und konkrete Ergebnisse zeigen: Als wir messbare Erfolge aus ähnlichen Ansätzen vorgestellt haben, konnten wir viel Skepsis abbauen. Das hat enorm geholfen, die Akzeptanz zu steigern. - Den persönlichen Nutzen hervorheben: Ich habe erlebt, dass es motivierend wirkt, wenn jeder versteht, wie die Veränderung seine eigene Arbeit erleichtert oder neue Chancen schafft. - Frühe Erfolge teilen: Sobald erste Ergebnisse sichtbar wurden, haben wir diese sofort mit dem Team geteilt – das hat den Schwung beibehalten und die Motivation weiter gesteigert.

Clear communication is key when rolling out new strategies, especially in B2B marketing. From my experience, it’s important to go beyond just explaining the benefits for the company and highlight what’s in it for the team. For example, when I led a supplier summit with over 200 attendees, I focused not only on how the event would drive business growth, but also on the networking and learning opportunities it provided for our team. By showing how a new strategy can simplify processes, open up career opportunities, or build new skills, you help shift the focus from resistance to enthusiasm. People get on board faster when they see how it positively impacts their own work and growth.

In my experience, to approve any campaign, especially B2B marketing one, you need to build a super strong case, backd up with Data and communicating clearly the benefits that the campaign will bring to the company and to the strategy.

By clearly articulating the "why" behind the new B2B marketing approach, you can help your team understand the strategic importance and how it aligns with the company's overall goals. After explaining “Why”, provide them with the necessary information and resources, you can help them feel more confident in their ability to implement and contribute to the success of the new approach. By encouraging open communication and collaboration, you can create a culture of innovation and continuous improvement.

Effective communication is key to overcoming resistance. Clearly articulate the benefits of the new B2B marketing strategy, both at the organizational and personal levels. Highlight how it can drive business growth, increase market reach, and improve customer relationships. Additionally, emphasize personal benefits such as skill development, career growth opportunities, and streamlined workflows. Use various channels like team meetings, emails, and workshops to consistently reinforce these messages. By showcasing tangible benefits, you can shift mindsets, reduce resistance, and encourage buy-in from your team.

I ALWAYS created a use case with before and after data, insights into "WHY", and where this can take the company in the future. Highlight not just the success for you but the benefits of the entire team, other departments and the company as whole. How will individuals benefit too from other departments? Others in your company might be having the same issues could benefit from the new approach.

People often mix up marketing with advertising or sales, so it’s important to clarify that it’s about understanding and connecting with our audience long-term. You need to explain why the strategy is essential, how we’ll implement it, and back it up with data. Once everyone sees the big picture and the proof, they’ll get on board.

I've seen resistance to new B2B marketing strategies often stem from a lack of knowledge or confidence. To combat this, I believe comprehensive training sessions are essential. By empowering our team with the necessary tools and understanding, we can bring them up to speed and foster a more accepting attitude towards the change. Training demonstrates our investment in their professional development, boosting confidence and encouraging a proactive approach. This, in turn, drives success and adoption of the new strategy.

To overcome resistance, especially when it’s due to unfamiliarity with a new B2B marketing strategy, offering targeted training is key. From my experience, effective training goes beyond just explaining the new systems—it’s about empowering your team. Create sessions that not only teach the technical aspects but also show the strategic value behind these changes. Encourage interactive participation, where team members can ask questions and discuss real-life scenarios. This approach not only builds confidence but also demonstrates your commitment to their growth, fostering a more supportive and enthusiastic attitude towards embracing the new strategy.

Offering training is essential to ease resistance and boost confidence in new strategies. Organize comprehensive training sessions tailored to different roles, ensuring everyone understands how the new B2B marketing strategy works and its relevance to their tasks. Incorporate hands-on workshops, online modules, and one-on-one coaching to address various learning styles. Make these sessions interactive, encouraging questions and feedback. Emphasize how training will enhance their skills and career growth. By investing in their professional development, you show commitment to their success, which fosters a positive attitude toward change.

Mudanças podem gerar incertezas. Uma estratégia de marketing B2B só será bem-sucedida se sua equipe estiver preparada para adotá-la. Ofereça treinamentos práticos e relevantes que forneçam as ferramentas e a confiança necessárias. Capacitar sua equipe é investir no sucesso coletivo. E mais: uma equipe bem treinada estará sempre mais motivada e engajada com as novas oportunidades.

Une formation de mise à niveau est toujours nécessaire pour créer un cadre de référence pour l'équipe. Cette disposition permet de mettre chaque membre de l'équipe devant ses responsabilités. Certaines activités du marketing B2B engendrent l'utilisation des équipements spéciaux, souvent nouveau et jamais utilisé par les membres de l'équipe (logiciels, accessoires, ...).

Sharing knowledge and bringing everyone up to speed is critical. Often the best trainers aren't the most senior marketers, but the hands-on experts in the team.

Pilot programs are a powerful tool for introducing a new B2B marketing strategy. From my experience, starting with a smaller, controlled pilot allows you to gather real-world data, refine your approach, and demonstrate concrete results. This method not only helps in identifying potential issues early but also provides proof of concept that can be incredibly persuasive for those who are skeptical. By showcasing actual outcomes, you build trust and make a stronger case for broader implementation. Plus, it allows for adjustments and learning, ensuring a smoother transition when scaling up.

We've found that starting small allows our teams to show real-world results and iron out issues before a full-scale rollout. We've focused on selecting representative yet manageable scopes, often a specific product line or region. We've set clear, measurable objectives and employed agile methodologies to rapidly iterate and learn. This approach has allowed us to validate hypotheses quickly and let data drive our decision-making. By incorporating scientific rigor and transparency in our process, we've often transformed initial skepticism into enthusiasm.

Launching a pilot program is a strategic way to demonstrate the effectiveness of your new B2B marketing strategy. Begin with a small, manageable segment of your market or a specific product line to test the strategy. This approach allows you to gather real-world data, measure success, and identify any potential issues before a full-scale implementation. Use the pilot results to showcase success stories and provide concrete evidence of the strategy’s value. Sharing these insights with the broader team can reassure skeptics, build confidence, and drive greater support for a wider rollout.

Quer vencer o ceticismo? Prove que funciona. Lançar sua estratégia de marketing B2B como um programa-piloto é uma ótima forma de testar, ajustar e mostrar resultados concretos. Esse teste reduz o medo do fracasso, permite ajustes rápidos e transforma críticos em aliados. Começar pequeno pode gerar um impacto grande, e com menos riscos. Esses textos evoluem de forma a engajar o leitor e criar um entendimento progressivo de como enfrentar a resistência interna a novas estratégias de marketing.

Pilotprogramme lassen sich sicher in großen Kampagnen oder fundamentalen Markenveränderungen etablieren. Dort machen sie sicher großen Sinn und sparen Ressourcen. In kleineren Projekten wären Pilotprogramme praxisfern und kaum umsetzbar.

Les programmes pilotes consiste en une démarche prudente. Il est quasi impossible de couvrir un vaste territoire en une fois, le même jour ect... Même les conditions techniques et/ou de gestion vont nous obliger d'y aller étape par étape... Le programme pilote permet de faire les derniers réglages en grandeur nature et de corriger le système en cas de besoins. Avec la maîtrise du risque, on pilotera au mieux le développement.

I like to spend up to 10% of the total marketing efforts on testing and piloting. It's a great way to keep learning in a structured manner, while not negatively impacting the main program.

A success or failure of a strategy depends on multiple things and the two primary pillars of that are effective monitoring of the executions through numbers and regular (weekly/bi-weekly) checkpoints to assess whether the strategy is aligned to the results forecasted. It's crucial to act promptly to tweak the course of action to achieve the RoI.

Solo haciendo seguimiento y midiendo la efectividad de las estrategias de marketing, tendremos la posibilidad de mejorar. Iterar debe ser un trabajo en equipo de comunicación abierta, constante y clara para identificar qué esfuerzos van por buen camino y qué otros se deben adaptar nuevamente; este ejercicio es mas enriquecedor desde diferentes perspectivas. Debemos tener apertura al momento de evaluar los resultados de las estrategias planteadas y flexibilidad al momento de tener que readaptarlas.

Regularly monitoring progress is crucial for the success of your new B2B marketing strategy. Track key performance indicators (KPIs) such as lead generation, conversion rates, and customer engagement. Share these results with your team to maintain transparency and build trust. Use this data to identify what’s working and where adjustments are needed. Encouraging feedback based on these insights fosters a culture of continuous improvement. By demonstrating responsiveness to both performance data and team input, you reinforce collaboration and ensure the strategy remains aligned with business goals and team expectations.

If you don't measure it, did it really even happen? Everyone in the marketing team needs to be on top of the numbers, and to contribute to their analysis and next steps. It's just as important to communicate the numbers back to the business, along with lessons learned.