When B2B Leaders Unknowingly Hold Back Marketing

Let’s talk about Julie (not her real name).
As a marketing manager in a manufacturing company, she was doing it all: advertising, social media, trade shows… all without a clear plan or real support. Every strategic idea she brought forward was met with a lukewarm reaction: “We don’t have the budget.” “We’ve always done it this way.” “Can you just run a LinkedIn ad to start?”

Julie’s not alone. Under pressure to deliver results, many decision-makers unintentionally hold back the very marketing strategies that could move the business forward. It’s rarely ill intent—but the effects are real: endlessly recycled campaigns, an obsession with likes, vague briefs… and the feeling of going nowhere.

Why do they act like this?
Because they’ve been conditioned to see marketing as a cost center. Because they’re focused on short-term goals. Because internal culture rewards staying in the comfort zone. And mostly, because no one’s speaking their language. They’re not against you—they’re just skeptical of what they don’t understand.

Three ways to gain their trust (and their budget)

1. Focus on quick wins with measurable impact

A well-targeted email campaign that generates qualified meetings in just a few days. A landing page that doubles its conversion rate. These are tangible signs that marketing can deliver results quickly and effectively. According to McKinsey, B2B companies that use data effectively are 1.5 times more likely to outperform their peers, with return on sales up to 5 percentage points higher. These kinds of quick wins are strategic assets for any B2B marketing plan.

2. Use meaningful external benchmarks

Sometimes, all it takes is stepping outside the echo chamber. When leadership thinks “marketing is too expensive”, a good benchmark can change the conversation.

According to Forrester, B2B companies allocate an average of 8% of their revenue to marketing. Some industries go up to 10%. If your company is operating with just 2%, there’s a gap—and that gap becomes an argument.

Comparing with what’s being done elsewhere gives you ammunition. Benchmarks that speak the language of business. Instead of vague ideas, you bring gaps to fill, industry standards, and strategic investments to the table. It’s a posture shift and a credibility upgrade.

3. Build strategic internal alliances

A sales rep who’s short on leads. An HR manager who is struggling with employer branding. A CFO who wants to understand the return on marketing. All of them can become strategic allies. The more your actions support their goals, the more defensible your work becomes. These internal collaborations are often the key to securing the marketing buy-in it needs.

Speak their language

Saying “this post performed well” is no longer enough. You need to talk about the influenced pipeline (how many deals marketing helped move forward), sales cycle duration, and marketing-attributed revenue. These B2B marketing KPIs are what resonate at the executive table.

And there’s a bonus effect we often forget: when marketing does its job well, sales teams become more efficient.

“When marketing actually answers the questions buyers are asking, sales no longer have to repeat the basics. We see it every day on the ground.”

 Émilie Forget, Partner and Marketing Strategist at Bang Marketing

And for the ambitious: start exploring AI

19% of B2B leaders are already using generative AI in purchasing or sales workflows, and 23% are testing use cases. Even small-scale AI adoption can become a measurable differentiator.

When you’re supported, you’re not alone

Shifting from execution to strategic leadership doesn’t happen in a vacuum. To be seen as a strategic lever, marketing needs a defendable strategy, clear KPIs, and tangible results.

At Bang Marketing, we help you build that plan. A B2B marketing strategy aligned with business goals—designed to speak both to your executive team and your day-to-day reality.

Tired of having to justify every decision? Let’s explore how to give your voice more weight in the boardroom.

What to remember

• Executives don’t always realize they’re blocking progress.
• Three levers: measurable quick wins, external benchmarks, internal alliances.
• The right KPIs shift the narrative.
• Strategic guidance changes everything.

FAQ

Why doesn’t my CEO understand the importance of strategic marketing?
Because they’re not seeing the right indicators. Likes and impressions are familiar, but they don’t demonstrate real value.

How do I make the case with numbers?
Talk about the influenced pipeline, sales cycle length, and revenue attribution. These are the KPIs that get attention at the executive level.

Is a B2B marketing plan really worth it?
Absolutely—if it’s tied to business objectives. It helps structure actions, justify budgets, and speak the language of decision-makers.