The hidden realities of B2B Buying anno 2024: insights from a recent interview with Kerry Cunningham

In a candid and thought-provoking interview with B2B marketing expert Kerry Cunningham, he presents an eye-opening perspective on the modern buyer journey, challenging long-held beliefs around demand generation, the effectiveness of lead campaigns, and the role of brand. The insights Kerry shares confront marketers with hard truths about buyer behaviour, demanding a rethink of B2B strategies that can feel counterintuitive but are backed by compelling research. Here, we dive into Kerry’s observations and the implications for the future of B2B engagement, brand building, and sales strategies based on Kerry’s recent research, The 2024 Buyer Experience report.

Key revelations that challenge B2B buying norms

The inconvenient truth: Demand generation as we know it is broken

Kerry’s latest research builds on last year’s findings, which revealed that buyers today are self-sufficiently navigating up to 80% of their journey before speaking to a sales rep. This research, expanded internationally, confirms that this trend holds across North America, Australia, and Europe, suggesting a significant shift that is global and not easily dismissed. For B2B marketers, this implies that traditional demand generation—relying on campaigns to produce leads and drive engagement—is based on a flawed assumption. “Lead-gen” tactics often reach buyers who are either far from ready or have already made decisions, meaning that the fruits of these efforts don’t pay off as expected.

According to Kerry, campaigns now play an indirect role: they might build groundwork for future engagement months down the line, but they don’t spur immediate interest in the way marketers have traditionally believed. This disconnect calls for a rethinking of resources invested in generating and chasing “leads,” with an eye toward strategies that meet buyers on their own terms.

Buyers’ reluctance to engage early

Kerry refers to a “defensive buyer syndrome,” where today’s buyers intentionally avoid direct engagement with sales teams until late in the buying process. This aversion is rooted in past experiences with overly aggressive sales tactics, where buyers were funneled through forms and then flooded with follow-ups. Modern buyers have learned to avoid these traps, preferring instead to consult independent analysts and industry peers—individuals they view as objective resources—while steering clear of vendor input until they feel ready to commit.

This defensive approach underscores a new buyer psychology that marketers must appreciate. Kerry suggests that instead of pushing for early engagement, brands should respect the buyer’s self-guided journey, shifting from a transactional approach to one that patiently fosters trust and allows buyers to seek them out when they are genuinely ready.

The power of brand familiarity and experience in B2B Decision-making

The study’s data shows that 75% of buyers already have a shortlist of vendors before they even initiate contact, with these vendors typically being brands with which they have prior experience. As Kerry points out, this familiarity doesn’t just come from direct transactions—it’s often the result of long-term brand exposure and relationship-building that cements the brand in the buyer’s mind. Being on that initial shortlist gives vendors a huge advantage, as it’s extremely difficult to change a buyer’s mind once they’ve made it.

This insight compels companies to invest seriously in building brand reputation, far beyond the immediate campaign-focused activities that characterize much of B2B marketing. Kerry argues that to achieve meaningful presence, brands should emphasize positioning strategies that sustain familiarity and trust, building a base of “brand equity” long before the buying journey formally begins.

Strategic shifts to meet the evolving B2B buyer

Align sales and marketing around accounts and B2B buying groups

Kerry calls for a pivot from lead-focused strategies toward account-based engagement. Instead of tracking individual “leads,” teams should align on target accounts and understand them as buying groups. Within these groups, there are multiple stakeholders with distinct needs and viewpoints, and successful strategies acknowledge this complexity. By focusing on the collective buying signals within an account rather than individual interest, B2B teams can improve timing and relevance, offering value when groups are most receptive.

Nurturing buyers beyond selling: community and value-based engagement

Kerry highlights the effectiveness of community-building activities that bring buyers into non-sales environments. Hosting events, creating educational resources, or sponsoring industry peer groups are ways for brands to maintain a presence without “selling.” This approach builds trust and keeps brands top-of-mind until the buyer is ready to make a decision. It’s about creating an emotional connection to the brand—a sense of trust and reliability—rather than a strictly rational sales pitch.

Such approaches require a mindset shift in B2B marketing: success is not measured by the immediate outcome of every interaction but by the accumulation of trust over time. This shift also recognizes the buyer’s desire for a partner who understands their needs and respects their timeline.

Investing in brand presence and identity as critical differentiators

In a crowded market, a recognizable and respected brand is a silent salesperson, one that Kerry believes is crucial to future-proofing B2B companies. Unlike tactics that target specific campaigns, brand-building creates a steady stream of future potential, adding value that’s recognized when the buyer finally initiates contact. Kerry points out that companies viewed as safe and reputable choices—such as IBM or Oracle—often make the shortlist by virtue of their longstanding market presence.

For other companies, Kerry recommends establishing themselves in the buyer’s awareness and associating their brand with solutions to key industry challenges. This means consistent presence and engagement, ensuring that potential buyers see the brand as a reliable and trusted source before they’re ready to engage. According to Kerry, this long-term positioning allows brands to shift from vying for attention to being an assumed choice on the buyer’s shortlist.

The future of B2B marketing: embracing AI and experience-led brand engagement

Kerry’s vision of B2B’s future emphasizes the need for an “experiential” brand presence, particularly as AI-driven tools change how buyers gather information. Buyers will increasingly use AI like ChatGPT to get information quickly, bypassing traditional searches. This shifts the purpose of a company’s website from a primary information source to an immersive brand experience. Kerry envisions websites that showcase the essence of a brand and the experience of working with it rather than simply displaying product details. This approach makes the brand tangible, reflecting the trustworthiness and stability that buyers prioritize.

Final takeaway: meeting B2B buyers on their terms

Kerry’s insights remind us that buyers today are determined to maintain control, and they expect brands to align with their preferences and timelines. For marketers and sales teams, this shift requires a departure from lead-centric strategies toward a model that views reputation and relationships as cumulative and trust-driven. It’s a model that emphasizes the power of brand, respects the autonomy of the buyer, and recognizes the importance of being present even when the timing isn’t right for an immediate sale.

In this era of B2B marketing, brands that succeed will be those that make the buyer feel understood, valued, and empowered to reach out when they’re ready. By embracing this model, companies can become trusted advisors to their buyers—a position that no amount of traditional lead generation could replace.