B2B Branding: addressing internal resistance and unlocking missed opportunities

Why is branding still met with skepticism in B2B? Despite the overwhelming evidence of its value, many senior executives remain unconvinced. In our exploration, “Everything but B2B Marketing: A Holistic Approach to Solving Issues in B2B Companies,” we’ve laid out a wide array of proofs. 

But what drives the pushback? What are the emotional and rational reasons behind the hesitation, and how do these missed opportunities affect your B2B business?

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Rational and irrational pushbacks toward B2B Branding

It’s essential to understand that such resistances can stem from both rational and emotional factors. We will delve into two main categories of pushbacks: rational pushbacks, which are based on legitimate financial or operational concerns, and emotional pushbacks, which include biases and misconceptions that hinder the acceptance of branding in B2B environments.

• Rational pushbacks – those that are legitimate, grounded in financial or operational concerns.
• Emotional pushbacks – the biases and misconceptions that prevent a full embrace of branding in B2B environments.

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When pushback is rational

Before diving into the resistance, it’s crucial to walk a mile in the skeptics' shoes. Yes, pushback can be a reasonable reaction in several situations. Here’s why:

1. Branding can be a tough sell
Convincing senior management to invest in a branding initiative can be challenging, especially when faced with competing priorities. The key to success is understanding the preconceptions of your leadership team, addressing their concerns, and aligning branding goals with overall business objectives. This is where effective storytelling comes into play — ground your arguments in data, emphasize customer-centric approaches, and speak the language of finance. It’s not about "likes" and "shares"; it's about how these metrics convert into tangible business outcomes like customer acquisition and revenue growth.

2. Lack of brand understanding within the C-suite
A Financial Times survey shows that many senior executives have a limited understanding of how branding works. Nearly one-third admit their knowledge of brand-building is poor, leading to misaligned expectations. This knowledge gap creates hurdles, as executives struggle to see the value branding can deliver.

3. Mismanagement of branding initiatives
All too often, tactics are substituted for real strategy. Inconsistent messaging, misaligned brand objectives, and campaigns that fail to resonate with customers are frequent pitfalls. 

Without a robust, data-driven strategy that integrates with broader business goals, branding efforts can appear fragmented and ineffective. A more structured approach to navigating these challenges is explored in our article “B2B Marketing: Overcoming Integration Challenges in the Current VUCA World.”

4. Misconceptions about branding’s role
Branding is frequently seen as superficial or old-fashioned. It's mistaken as being all about logos or aesthetics, and often perceived as too costly for the results it delivers. This is a major roadblock in getting buy-in from those who prioritize short-term gains over long-term value creation.

5. The complexity of creating and maintaining a strong brand
Building a brand is difficult, and managing one is even harder. It's not uncommon for teams to underestimate the time, resources, and expertise required. Some companies assume that once a brand is established, it will maintain itself—this is far from the truth. As we outline in the case study “Hexxcell: A New Brand Image,” creating a brand requires a continuous, detailed approach to ensure its relevance and impact.

The question remains: What can you do to address these legitimate concerns?

The simple answer is preparation. Understand that pushback is often rooted in previous failed attempts or unclear ROI from branding investments. If you’re proposing a new initiative, be ready to demonstrate how it will directly impact business performance. This reinforces the importance of aligning branding objectives with measurable outcomes. For example, in our work with Signify, we successfully developed a multi-channel strategy to drive measurable engagement, as detailed in our case study “Helping Signify to Reach 'Top-Trusted Brand' Status.”

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Emotional and biased pushbacks: When logic doesn’t prevail

Sometimes, pushback against branding is driven by emotional or biased responses rather than rational concerns. In these cases, facts alone may not be enough to change minds. Confirmation bias—the tendency to interpret information in ways that confirm pre-existing beliefs—is a significant obstacle. Even with data and case studies in hand, you might find that the resistance is more about clinging to the comfort of the status quo than any legitimate issue with branding.

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Why facts don’t always win

Decision-making is deeply influenced by social standing, identity, and belief systems. This explains why branding pushbacks often mirror the resistance seen in broader societal debates, where even overwhelming evidence fails to sway opinions. For some executives, supporting branding feels like taking a risk with no guaranteed return, despite evidence to the contrary.

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Strategies to overcome branding pushbacks in B2B

If you face opposition, here are some actionable strategies to mitigate pushback and drive home the value of branding:

1. Brand education for leadership
Education is critical. Your management team needs a comprehensive understanding of branding's long-term benefits. This includes both the macro-level (how branding impacts corporate culture and stock performance) and the micro-level (what branding can do for day-to-day business operations). For example, showing how a robust brand can drive customer loyalty and differentiate your business in competitive markets can be eye-opening for executives. Learn more about these dynamics in the article “The Human-Centric Approach in B2B Marketing for Engineered Companies”.

2. Keep branding education evergreen
Once the foundation is set, ensure that your team remains engaged by continually sharing updates and new insights. This can include new case studies, evolving market trends, and the latest data on brand performance. Branding is an evolving process, and your strategy should be as dynamic as the marketplace.

3. Partner with experts
Even with internal buy-in, it’s important to leverage external branding expertise to craft and execute your strategy. A professional approach ensures that your brand is built on a strong foundation of industry knowledge, creative insight, and strategic planning.

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Conclusion: the future of branding in B2B

Branding in B2B environments is often met with resistance due to misconceptions and a lack of understanding. But for companies willing to invest in branding, the rewards are immense. Strong brands not only build customer trust but also drive sustainable business growth. To succeed, you must be prepared to address both rational and emotional concerns, educate your leadership team, and continuously demonstrate branding's value.

For more insights on overcoming these challenges, explore our case study "JSB Solutions: A Branding Strategy" and learn how we helped a life sciences company revamp their brand and improve market presence.