Introduction

In this chapter

After more than fifteen years working in marketing teams at B2B investment managers, I now believe their lacklustre performance is mainly due to strategies and tactics not being adapted to fit the industry.

This guide offers a practical solution by refining the inbound marketing methodology, which broadly involves:

Why inbound marketing needs adapting

To "do" inbound marketing, the marketing database needs to be divided between prospects (or leads) and customers, so each segment can be targeted appropriately.

For most firms — including investment managers that sell products directly to retail investors via their website — this is relatively straightforward.

But for B2B managers, sales might occur offline or through third-party online platforms, so there is often a lack of consistent or reliable transaction data available to marketing. Additionally, a key segment of their target audience research investments but don't actually invest money, and so will never become "customers" in the strict sense of the word (i.e., hold an investment in the firm's products).

Furthermore, investment products don't need to be used or experienced to be understood, so there’s no need for case studies, testimonials, demos, or user guides. And non-product content, such as commentary on interest rates or inflation, can influence decisions to make new investments as well as modifying allocations to existing holdings.

This means that prospects and customers can't be differentiated in the marketing database, and teams are left without segment-specific content to use for inbound marketing.

Adapting the inbound marketing approach

Given that customers can't be identified, communications will purely be based on subscription preferences (i.e., what each contact has expressed an interest in) and won't target prospects or customers specifically.

Additionally, information about the digital behaviour of subscribers (who are being tracked by the marketing automation system) will be routed to their assigned salesperson — who will know where they sit in the sales process — instead of being used to influence marketing activity.

Overall, the focus for marketing shifts to sales enablement:

  • Attract new contacts
  • Nurture existing contacts with interest-based content
  • Equip salespeople with information about the digital behaviour of contacts to help them nurture relationships offline

This is a much better fit for an industry that is heavily relationship-driven, and in which salespeople are ultimately responsible for revenue.