Some marketing experts now believe that a distinction between B2B and B2C is no longer up-to-date. Instead, they speak of B2H, "Business to Humans." After all, in the end, we always want to sell to people.
Although this is a relevant perspective from our point of view, it falls a little short. In contrast to the end consumer, a person involved in a B2B purchasing decision is usually restricted by a corset of requirements. They must justify, argue, and convince why their selection is the best for the company. However, this is not because it is a B2B decision, but rather because of the type of purchase decision:
While most people can easily buy a new type of yogurt on impulse, they would not do the same with a car. They would have to justify such a spontaneous purchase much better to their partner and environment – and in most cases, seek support or confirmation beforehand.
The purchase of a car, even if it may become less relevant in the coming years, is a good example of an extensive purchase decision. Due to the relatively high financial value of a vehicle and its individual importance, buyers are highly involved cognitively and emotionally. Many relevant B2B decisions work in the same way, as they are also extensive purchase decisions. Therefore, this example is very well suited to illustrate B2B processes.
Let's assume my old vehicle is getting on in years and it is foreseeable that I will have to look for a replacement in the next few months. Now the need is great, because the number of available alternatives is comprehensive – both in terms of brand and model or vehicle type. Do I need an SUV or a family van? Or would a smaller vehicle do, because we will be taking vacation trips by train in the future? Drive and equipment are also a confusing field. In order to get a grip on this topic, many car buyers instinctively imitate the approach that also prevails in many companies: they create a requirements catalog (What does our car absolutely have to be able to do? What would be nice? What features can we do without?) and a shortlist (brands and/or models that are generally suitable).
Both tools are of course related to each other – if my favorite brand does not offer a 7-seater, I have to reorient myself. But in many cases, the brand shortlist directs the view to features and models.
And, you might ask, is it the same in B2B business? After all, companies don’t have a favorite brand and take a much more rational approach when drawing up a list of requirements than simply saying, “I’d like a large sunroof.” That is certainly true—yet in the Boston Consulting Group’s 2021 Brand Marketing Maturity Survey, 99 percent of the B2B marketing decision-makers surveyed believed that a provider’s brand plays an important role in the decision-making process.
Search engine marketing—the crown jewel of “now” marketing, that is, the part of the marketing mix aimed at audiences currently engaged in a specific purchasing process—can no longer adequately meet users’ information needs through information overload alone: Two out of three Google searches no longer lead to the desired click, according to a 2020 survey by Gartner. And even where the need for information is easily met, this does not always benefit the buyer. Do you doubt this statement? Then try buying a fan or a milk frother on Amazon. More information isn’t always better.
In this context, the brand is regaining its former strength by fulfilling its traditional role: fostering familiarity and providing guidance in an overwhelming market. It is no coincidence that, according to McKinsey’s “State of Marketing Europe 2026,” “branding” is the top priority for most senior marketing decision-makers.
Brand awareness and preference, however, are determined by emotional resonance. The memory of a brand—or the vague positive association that can tip the scales in favor of a brand making the shortlist during an extensive purchasing decision—is determined by the relevance and resonance a brand can generate within its target audience.
The idea of aligning marketing with the B2H philosophy is therefore not misguided for B2B marketers—but, of course, in many cases, especially with technical or complex offerings, the missing link is the connection. How do you translate complex software architectures or industrial manufacturing systems into an emotional connection?
This is exactly where storytelling comes into play. It’s not about artificially adding emotion to B2B products or inventing sentimental stories. It’s about the conflict the buyer faces. Every B2B decision involves a risk: the risk of wasting the budget, derailing the project, or looking bad in front of your own boss.
Effective B2B storytelling addresses precisely these human factors. It demonstrates that you understand your customers’ challenges not only from a technical perspective but also on a personal level. It builds trust before the first list of requirements is even drafted.
If you want to transform your brand from a mere feature provider into a trusted partner, you should consider the following three steps:
1. From Feature to Conflict: Don’t just communicate what your product can do. Communicate the specific (and often emotional) problem it solves for the decision-maker.
2. People, not logos: Show the faces behind your brand. B2B buyers trust people, not abstract corporate constructs.
3. Consistency in the narrative: Emotional resonance isn’t created by a single campaign, but by a consistent, authentic story across all touchpoints.
What does emotional resonance mean in B2B marketing?
In B2B marketing, emotional resonance means that a brand does not merely convince through rational product features, but builds trust and relevance with decision-makers on a personal level. It addresses the human factors and risks associated with every business purchasing decision.
Why is storytelling important in the B2B sector?
Storytelling translates complex, technical B2B offerings into tangible solutions to buyers’ challenges. It helps mitigate the emotional risks associated with a purchasing decision and build trust before the formal selection process (e.g., via a requirements specification) begins.
How does B2B marketing differ from B2C marketing when it comes to purchasing decisions?
While B2C purchases are often impulsive and individual, B2B decisions typically involve extensive purchasing processes. B2B decision-makers are constrained by a set of requirements and must rationally justify their choice to the company, even though emotional factors such as brand trust play a major role.
Would you like to know how you can apply these principles to your business?
Let’s work together to figure out what story your brand needs to tell to make it onto your target audience’s shortlist. Send me a quick message at stefan.epler@epos-marketing.com or use our contact form to schedule a no-obligation initial consultation.
Stefan is co-founder of EPOS and has been involved in B2B marketing and communications for more than 20 years.
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