Some marketing experts today believe that a distinction between B2B and B2C is no longer up to date. Instead, they speak of B2H, “Business to Humans”. Because in the end, we always want to sell to people.
Even though this is a relevant perspective from our point of view, it falls a bit short. In contrast to the end consumer, a person involved in a B2B purchasing decision is usually constrained by a corset of requirements. They must justify, argue, and convince why their choice is the best for the company. However, this is not because it is a B2B decision, but rather because of the nature of the purchasing decision:
While most people can buy a new type of yogurt on impulse without any problems, they would not do the same with a car. Because they would have to justify such a spontaneous purchase much better to their partner and their environment – and in most cases, they would need to seek support or confirmation beforehand.
The purchase of a car, even if it may become less contemporary in the coming years, is a good example of an extensive purchase decision. Due to the relatively high financial value of a vehicle as well as its individual significance, buyers are cognitively and emotionally highly involved. Many relevant B2B decisions work the same way, because they too are 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's foreseeable that I'll need to look for a replacement in the coming months. The need is great, because the number of available alternatives is extensive – both in terms of brand and model or vehicle type. Do I need an SUV or a family van? Or maybe a smaller vehicle will do, because we'll be taking train trips for vacations in the future? Drive type and equipment are also a confusing field. To get a handle on this topic, many car buyers instinctively imitate the approach that also prevails in many companies: they create a requirements catalog (What must our car absolutely be able to do? What would be nice? Which features can we do without?) and a shortlist (brands and/or models that are fundamentally eligible).
Both tools are naturally related to each other – if my favorite brand doesn't offer a 7-seater, I have to reorient myself. But in many cases, the brand shortlist directs attention to features and models.
And, you may ask, is it the same in B2B business? Companies don't have a favorite brand and are much more rational when creating a requirements catalog than “I would like a large sunroof”. That is certainly true – nevertheless, in the 2021 Brand Marketing Maturity Survey by the Boston Consulting Group, 99 percent of the surveyed marketing decision-makers from B2B companies believed that a provider's brand plays an important role in the decision-making process.
Search engine marketing – the pinnacle discipline of now-marketing, i.e., that part of the marketing mix that targets audiences currently in a concrete purchasing process – can no longer adequately satisfy users' information needs through information overload alone: Two out of three search queries on Google no longer lead to the desired click, reports Gartner in a survey from 2020. And even where the need for information is effortlessly satisfied, this does not always happen to the buyer's advantage. Do you have doubts about this statement? Then try buying a fan or milk frother on Amazon. More information is not always better.
In this context, the brand returns to its former strength by fulfilling its traditional function: creating familiarity and providing orientation in an overwhelming range of offerings. 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.
However, brand awareness and preference are determined by emotional resonance. The memory of a brand or the vague positive association that can tip the balance regarding a place on the shortlist in an extensive purchase decision is determined by the relevance and resonance that a brand can generate within the target audience.
The idea of aligning one's marketing with the B2H philosophy is therefore not wrong for B2B marketers – but in many cases, especially with technical or complex offerings, the link is missing. How do you translate complex software architectures or industrial manufacturing systems into emotional resonance?
This is exactly where storytelling comes into play. It's not about artificially emotionalizing B2B products or inventing sentimental stories. It's about understanding the conflict of the buyer. Every B2B decision is associated with a risk: the risk of wasting the budget, driving the project into the ground, or looking bad in front of your own boss.
Good B2B storytelling addresses exactly these human factors. It shows that you understand your customers' challenges not only technically, but also on a personal level. It builds trust before the first requirements catalog is even written.
If you want to develop your brand from a pure 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 which concrete (and often emotional) problem it solves for the decision-maker.
2. People instead of logos: Show the faces behind your brand. B2B buyers trust people, not abstract corporate constructs.
3. Consistency in storytelling: Emotional resonance is not created by a single campaign, but by a consistent, authentic story across all touchpoints.
What does emotional resonance mean in B2B marketing?
Emotional resonance in B2B marketing means that a brand not only convinces through rational product features, but also builds trust and relevance with the decision-maker 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 for buyers' conflicts. It helps to emotionally cushion the risks of a purchase decision and build trust before the formal selection process (e.g., via a requirements catalog) begins.
How does B2B marketing differ from B2C marketing in purchasing decisions?
While B2C purchases are often impulsive and individual, B2B decisions usually involve extensive purchasing processes. B2B decision-makers are constrained by a corset 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 specifically to your company?
Let's find out together what story your brand needs to tell to make it onto your target audience's shortlist. Send me a short message at stefan.epler@epos-marketing.com or use our contact form for a non-binding 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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