Burger Menu Icon Burger Menu Icon Close Menu Icon

Category: Aspectus

How to capture the attention you don’t deserve: rethinking B2B marketing for complex industries

By Ellie Jackson, Chief Client Strategy Officer

This blog explores why some traditional B2B marketing tactics are overused in complex sectors and provides strategies for capturing attention during dormant phases. Learn how to build long-term brand affinity and become top-of-mind when your prospects are ready to buy.

It’s an uncomfortable truth: in the world of niche, high-value B2B industries, your prospects are probably not actively looking to buy from you right now. They’re probably not even close. If you’re selling complex software systems or solutions in sectors like capital markets, financial services or energy and industrials, your audience might only be in the market for your product once every five years, if that.

So, why on earth would they give you their attention the rest of the time?

The simple answer is they won’t – unless you earn it. This post will dig into why traditional B2B marketing tactics can fall flat outside of active buying cycles and explore what you can do to make sure your brand is front-of-mind when your prospects do switch from the c.95% “not interested” majority, to the c.5% who might actually be ready to do a deal.

Less sales funnel, more dormant volcano – understanding your audience’s buying cycles

The classic B2B marketing funnel is well-understood: awareness → consideration → preference. But for highly specialized B2B sectors, it’s more of a dormant volcano than a funnel. Your target audience is active, engaged, and potentially in-market for a tiny sliver of time, and dormant the rest. And during that dormant phase, no matter how persuasive your sales pitch or how detailed your product white paper, most of your efforts will bounce right off.

The temptation is to stick to the script and double down on rational, sales-focused content in the drive for leads: case studies, technical specifications, endless webinars. But ask yourself: when was the last time you watched a 45-minute webinar about a tool you weren’t planning to buy? Or read a case study about a solution you’re not actively considering?

Capturing attention in the dormant zone

The key is to rethink what capturing attention means. It’s not about trying to bounce someone down the funnel when they’re not ready. It’s about offering something valuable in a way that’s memorable, useful, and maybe even a little unexpected.

Since they don’t need your solution right now, you’ve got to create content that actually delivers intrinsic value. Something they’d engage with even if they have no intention of buying today. In other words, the type of content that doesn’t directly sell anything.

But how does that drive ROI? It doesn’t… well, not immediately (and not in the next quarter’s measurement of that marketing effort). But that’s okay, because they were never going to convert right now. You’re optimizing for memory. And in a world where somewhere around 95% of your audience is currently not in market, getting your brand to stick in their minds so it’s there when they do become active buyers is a massive win.

Four Strategies for Capturing Dormant B2B Attention

So how do you capture the attention you don’t deserve? By being genuinely interesting, relevant, and even entertaining.

1) Usefulness Over Salesmanship

Content that’s directly related to your product features or benefits has its place. But outside of buying cycles, it’s as compelling as a dry sales pitch during happy hour. Instead, create content that tackles the problems your target audience cares about, even if they’re tangentially related to your product.  

Think interactive tools that help them benchmark industry metrics, or short, insight-packed research papers that shed light on an industry trend. Not only do these formats provide value, they also position your brand as an ally in solving their problems, not just another vendor pitching a tool.

2) Surprise Them (In a Good Way)

B2B marketing has a deserved reputation for being, well, boring. When everyone else is playing it safe, the occasional curveball can be enough to make your brand memorable. Of course it still has to feel true to your brand, but a touch of humor, a well-placed infographic, or even a creatively animated explainer video can stand out in a sea.

For instance, how about a brief, clever explainer video breaking down a complex regulatory change your audience might be grappling with? If it’s smart, relevant, and shareable, it might just get forwarded around their team. Even if they don’t need your product right now, they’ll remember who made it easy to understand.

3) The Trojan Horse: Thought Leadership

Thought leadership is an overused buzzword. But when it’s done well, it’s one of the few things that can draw in even the most disinterested audiences. Remember: the best thought leadership doesn’t have to sell anything at all – and indeed if it’s intended for media, it probably won’t get published if it does. What it should do is offer a unique perspective or insight that your audience can’t find elsewhere – ideally coupled with some sort of creative hook – or reference to popular culture – to catch the eye.

4) Take the contrarian view

Just like good music, good marketing is about tension and resolution. Is there a myth that needs busting, or a long-held belief that needs taking apart? Not only does this sort of content get people talking, and sharing, but also positions your brand as a thought leader willing to take a stand.

From Forgotten to Front of Mind

The goal is simple: when your dormant buyers enter the market, your brand should be the first one that springs to mind. That means building a connection now, long before they’re ready to sign a purchase order. It’s about playing the long game—creating moments of genuine engagement that build positive associations and, ultimately, brand affinity.

Because when your prospects finally are in market with intent to buy, that carefully constructed, rational white paper will be invaluable. But until then? Capturing the attention you don’t deserve means knowing when to turn down the hard sell and just offering up content that’s too good to ignore.

And if you’re still unsure how to do it, let’s chat. Our team specializes in turning passive attention into powerful brand recall—even when nobody’s buying.

Key Takeaways

Q1: Why do traditional B2B marketing strategies fail outside active buying cycles?
A: Traditional tactics focus on immediate conversion, but in niche sectors, most prospects are dormant. Engaging them requires content that offers value beyond a sales pitch.

Q2: How can you capture attention when prospects aren’t in-market?
A: Provide useful, unexpected content that aligns with their challenges, such as interactive tools, thought leadership, or creative formats like videos.

Q3: What’s the benefit of engaging dormant audiences?
A: Building memory and brand recall now ensures your brand is the first they remember when they are ready to buy, making you the preferred choice.

Related links:

Related News

Singapore Fintech Festival: How to thrive, not just survive

By Maddy Stichbury, Financial Services

Planning to attend Singapore Fintech Festival in November? This blog covers our top recommendations to make the most out of the world’s largest fintech event.

Singapore has long-since secured its position in the Fintech Hall of Fame. Thanks to a combination of government backing, a favourable regulatory environment and world-class tech infrastructure, Singapore has flourished as a global fintech hub. In fact, the city-state rivals other fintech giants like the US and UK in term of fintechs per capita

It makes sense, therefore, that the world’s largest fintech event takes place here every year, an accolade that comes with unique challenges and opportunities. So, if you’re planning to attend Singapore Fintech Festival, here are my top five recommendations for surviving – and thriving – at this massive event.

1) Comfortable attire

The event truly is the world’s largest fintech event. With such a vast exhibition space, seven stages and a huge number of booths, you can easily walk over 10 kilometres in a single day. Comfortable shoes are a must! However, while Singapore is renowned for its hot and humid climate, the festival venue will have aggressive air con to cool the 60,000+ attendees. Don’t let the chill catch you out, bring a jacket or extra layers to stay comfortable.

2) Skip the queues

A little planning goes a long way. On the first day of the festival, ticket pickup can be tricky if you’re not prepared. My advice? Arrive early or late to avoid the initial rush on day one. Similarly, don’t schedule any key meetings for the early hours of the first day. The odds of you, or your contact, getting caught in a queue are high.

3) Getting around

A common saying you hear when visiting Singapore is that you can get anywhere in 20 minutes. That might be the case – but that reality does not extend to this venue! The location of the event, plus the volume of attendees, means it could well take you longer than 20 minutes, so plan accordingly. Then, at the end of the day, have a backup plan for getting home when taxis become gold dust. Singapore is renowned for its public transportation so consider this option too.

4) Maximise your experience

Singapore Fintech Festival offers so much – the seven different stages will have you planning your schedule like it’s Glastonbury. But don’t miss the brilliant opportunity to meet leading journalists in this space, which can lead to valuable media coverage. Use the event to generate marketing collateral, whether that’s posting to your LinkedIn or for inspiration for future ad campaigns.

Lastly, the networking opportunities are unparalleled. The event brings together industry leaders from all over the globe, so make sure you carve out time to tap into the new connections you can make.

Packing, planning, transportation – check. The final thing:

5) Schedule a meeting with Aspectus while you’re there

Attending industry events like Singapore Fintech Festival is an important strand of a fintech communications plan, but are you doing everything you could be to build your brand?

Aspectus is a global brand, marketing and communications agency with skin in the fintech game. We’ve supported fintech brands of all sizes to achieve their strategic goals. So, whatever yours are, let’s have a conversation at Singapore Fintech Festival 2024.

You can reach Maddy at maddy.stichbury@aspectusgroup.com

Singapore Fintech Festival takes place on 6th – 8th November 2024 at Singapore Expo.

Related News

What Do Clients Want from Their Marketing Agency in 2024?

By Ellie Jackson, Chief Client Strategy Officer

This blog explores the top five attributes businesses seek in a marketing agency in 2024. Learn how to embody these qualities to meet client expectations and excel in the industry.

As September rolls in and the familiar buzz of “back to school” season begins, we’re reminded of the importance of preparation, learning, and the pursuit of excellence. Like students sharpening their skills and embracing new challenges, we at Aspectus find ourselves reflecting on our methods as a global branding, marketing and communications agency.

We’re always looking to get better at what we do. We work hard to keep our services fresh and valuable. That’s why we often ask for client feedback – to understand what clients value the most and highlight where we should focus our attention.

Based on the lessons from our latest client survey, I found it fascinating to compile these into the five key trends clients rank as the most valuable from their marketing and PR agency in 2024.

Proactivity: Anticipating Client Needs

“My coverage team has been sharp and consistently contribute to our success. They are my secret weapon.”

Proactivity isn’t just about reacting to client requests; it’s about being innovative and forward-thinking. As students gather their stationary supplies and prepare for ‘what if’ situations like a surprise quiz, clients value an agency that anticipates their needs and is prepared to react quickly.

We are constantly exploring new ways to help partners succeed. This mindset allows us to offer creative solutions that not only meet but exceed expectations, ensuring clients stay ahead in their respective markets across financial services, capital markets, technology, energy and industrials.

So, what does this look like?

Embody clients’ business: immersion into their business plan, operations, and culture allows us to understand their unique needs and objectives.

“They are proactive and understand where our company is in its lifecycle.”

Contingency planning: strategic planning ensures we are always prepared to act swiftly and effectively in line with clients’ messaging and goals.

Study competitors: understanding the competitive landscape allows us to identify gaps and opportunities to exploit.

Conduct thorough market analysis: staying abreast of industry trends helps us anticipate changes and adapt tactics accordingly.

Identify challenges and opportunities: by keeping an eye on market developments, we can anticipate evolving conversations and stories to leverage emerging opportunities – especially when the client is unsure where to tap into.

“Wonderful team, super proactive even when we struggled to find story angles on our side. Very professional and can rely on them to deliver.”

Creativity: Standing Out in Saturated Markets

In increasingly saturated markets across social channels and publications, businesses are looking for agencies that can think outside the box. But creativity can sometimes feel out of sync with the logic and rationality of business strategy. The challenge lies in carving out space for them to own and make a lasting impression.

At Aspectus, we set ourselves apart with a special kind of creative energy, which we call ‘considered creativity’. We don’t just do creativity for creativity’s sake. Instead, our ideas are big and bold – designed to ensure organisations stand out – but firmly grounded in an understanding of target markets, audiences, and business goals. Whether it’s through a press release, product launch, or LinkedIn campaign, this guiding principle means our work cuts through the technical (and sometimes monotonous) noise.

“I always want more proactive, creative ideas coming my way, so I encourage the team to keep their foot on the gas in that respect. They do a good job today and I want to continue this focus.”

Most importantly, we do not want to create an echo chamber. Creativity thrives on diversity. This is why we are committed to a balanced approach, uplifting talent from different backgrounds, with unique experiences and perspectives to bring fresh, innovative ideas to the table.

“The team has the right blend of skills to deliver communication objectives.”

Deep Sector Knowledge: Driving Business Forward

Importance of sector knowledge in marketing is paramount. Organisations want an agency that understands their industry inside out and can provide insights that drive their business forward.

96% of clients see their account team as a genuinely consultative partner, and 93% say the team has a good understanding of the client’s sector.

“I think the team have a very good understanding of the traditional telecoms market. They also seek opportunities to bridge the gap with the new technology sector by connecting stories in AI, cloud and digital technologies.”

We strive to stand in our clients’ shoes to understand their distinct viewpoints – delving into their marketing plans and sales targets – aligning our approach with their targets. Building this kind of rapport with a client takes considerable time and effort until it becomes intuitive within account teams.

Dedication to understanding the essence of organisations, every nuance of their industries, and the specifics of their products and services allows agencies to provide tailored, effective strategies that resonate.

Reliability and Responsiveness: The Backbone of Agency Success

After the intensity of a demanding first term, students get to have some much-needed rest and relaxation (R&R) during the half-term break. This rejuvenation period allows them to reflect on their performances, celebrate their successes, and plan for the future.

 Similarly, it is important for agencies to take a step back to evaluate their performance – not just to identify areas of improvement, but also to understand what is going well.

When asked what teams do that clients value most, the resounding answers were: responsiveness and reliability. 100% of our respondents said the Aspectus account team is organised, reliable and communicated effectively.

This combination of traits ensures we can respond quickly to media requests and other last-minute needs, without any drama. They value collaboration and a deep understanding of their unique operational processes, enabling agencies to seamlessly integrate as an arm of their marketing team.

Each agency has its own approach to working with clients. For us, the term “client” doesn’t fully capture the essence of our relationships with the companies we serve. We see them as integral partners who keep our lights on. Recognising that each point of contact has a unique personality, workflow, and objectives, we strive to be agile and adaptable to meet their diverse needs.

“We see the Aspectus team as an extension of our internal team – they are extremely knowledgeable about our organisation, our messaging and objectives, and we can trust them to come to us with proactive ideas which will help support our overall mission and goals. Fantastic communication from the whole team – and they are so flexible with our timings and always accommodate our often-last-minute requests.”

That is our take on proactive marketing agency strategies 2024. Ultimately, businesses desire marketing agencies that exemplify proactivity, foster considered creativity, possess deep sector knowledge, and demonstrate unwavering reliability and responsiveness.

At Aspectus, our commitment to these values defines our approach and drives us to excel. We’re looking forward to what’s to come in the next year, and how we can continue to push boundaries to deliver exceptional results for our partners.

Key takeaways

Q: What is the importance of proactivity for marketing agencies? A: Proactivity involves anticipating client needs and offering innovative solutions, ensuring agencies stay ahead in the market.

Q: How can creativity help marketing agencies stand out? A: Creativity, especially when grounded in market understanding, allows agencies to create impactful and memorable campaigns that cut through the noise.

Q: Why is deep sector knowledge crucial for marketing agencies? A: Deep sector knowledge enables agencies to provide tailored strategies and insights that align with clients’ business goals and industry trends.

Q: How do reliability and responsiveness benefit clients? A: These traits ensure that agencies can quickly and effectively address client needs, fostering strong, collaborative relationships.

Bibliography

Related News

Scotland’s energy future under a Labour government

By Jamee Kirkpatrick, Energy and Industrials

Scotland’s energy landscape is evolving fast under Labour’s new government. Discover the key policies and announcements shaping the future of renewables and the oil and gas sector, before delving into the opportunities it presents for energy companies to rethink their communications strategy.

The election this summer and subsequent change in government could mark a pivotal moment for Scotland’s energy landscape. This transition brings both challenges and opportunities for energy companies and, by extension, the marketing and communications strategies that support them.

Understanding Labour’s energy vision

Labour’s recent election victory has set the stage for significant changes in Scotland’s energy industry, particularly as the UK accelerates its transition to renewable energy. Since the party took power, Ofgem has approved the largest single investment in the UK’s electricity grid, paving the way for a new “superhighway” in the form of a subsea cable connecting Peterhead and Lincolnshire. And, just this week, the results of the sixth Contracts for Difference (CfD) renewable auction saw a major U-turn on last year, securing more than double the capacity of 2023’s auction thanks to a significant increase in budget under the Labour government.

This forms part of a broader strategy to support the integration of 21 GW of additional offshore wind capacity and other renewables, including onshore wind and solar. A strategy that will be spearheaded by GB Energy, which, the BBC has reported will be headquartered in the home of Scotland’s energy sector: Aberdeen.

Labour has pledged not to revoke existing offshore oil and gas licenses in the North Sea, but has committed to not issuing any new licenses, signalling a gradual shift away from fossil fuels. Yet, recently announced changes to the Energy Profits Levy (EPL) – the windfall tax – have left question marks over job security and unease across the oil and gas sector.

And it is also not yet clear what Labour will do to support the decommissioning sector. What can be said though is that both the Scottish and UK governments are backing carbon capture and storage (CCS) and hydrogen.

In early August, the Scottish government granted the Acorn project £2m in funding and in its manifesto, Labour stated that it planned to invest £7.3 billion on priority low-carbon industries, with £1.8 billion earmarked for decarbonising ports, £1 billion for carbon capture and £500 million for green hydrogen. As a result, Scotland can likely expect to see significant investment from the UK government.

The opportunity for marketing and communications

With Labour’s pledge to achieve 100% clean power by 2030 – five years ahead of previous targets – the urgency for action is clear. With ambitious plans to quadruple offshore wind capacity to 60 GW, triple solar capacity to 32 GW and double onshore wind capacity to 30 GW across the UK, Scotland can and should be at the heart of this energy transition.

This shift presents a dual challenge and opportunity for marketing and communications professionals, who must adapt their strategies to ensure their brands remain relevant and competitive in this evolving environment.

As with any time of significant change, there is the potential for a shake-up. It is likely that we will see new businesses and ideas coming to the fore, and, as a result, brand relevance must shift to the top of many marketing and communications functions agenda. Where legacy businesses have thrived, now they may face a struggle to survive in a clouded and saturated market.

While not every brand will need a complete overhaul, businesses will need to a pragmatic approach to stay relevant. From brand strategy and visual identity, to clear, concise messaging and a strategic multi-channel communications approach to take that brand to market, businesses must ensure they are equipped to meet the expectations of their industry and audience.

With the ever growing importance on the energy transition, companies operating across the value chain must navigate the balance between conventional and renewable energy carefully and avoid the risks of being sidelined or accused of greenwashing. Our in-house, multi-disciplinary support, rooted in energy and industrials sector experience, helps companies do just that.

The new political landscape presents a unique opportunity for energy companies to redefine their narratives and strengthen their market positions. Although the full implications of government policy remain speculative in some cases, the election marked the beginning of a promising new chapter for the future of Scotland’s energy industry.

At Aspectus Group, we are committed to guiding our clients through change with strategic, insightful and innovative marketing and communications solutions. By staying informed, adaptable and proactive, we can turn potential challenges into opportunities for growth.

Key takeaways

  • What is Labour’s energy strategy for Scotland?
    Labour aims to accelerate Scotland’s shift to renewable energy, pledging to achieve 100% clean power by 2030 and committing to major investments in offshore wind, solar, and green hydrogen.
  • What are the challenges and opportunities for energy companies?
    The energy transition will challenge existing businesses to remain relevant while creating opportunities for new companies. Effective communication strategies and clear messaging will be vital to navigating this shift.
  • How can marketing help energy companies adapt?
    By refining their brand messaging and adopting a clear multi-channel approach, companies can stay competitive and avoid pitfalls that come with change.

Author Bio

Jamee Kirkpatrick is a senior account director in our energy and industrials practice, who supports companies from start-ups to global players. Through her proactive, multi-channel approach she helps companies build their brands, tell their stories and drive business outcomes. Based in Aberdeen, Jamee works with clients in the oil and gas, renewable, utilities and technology space.

Related News

From Memes to Money: How Gen Z is Redefining Marketing

By Jamie Teh, Singapore

From the “Snowflake” millennials to the “Strawberry Generation” Zs, it has almost become a rite of passage for each new generation to be branded with a quirky nickname. These labels often highlight the evolving cultural and social dynamics between age groups. For Gen Z, the neologism is in reference to a seemingly more sensitive generation who ‘bruise easily’ like strawberries. However, given that Gen Z will make up 27% of the workforce by next year, understanding how to bridge intergenerational gaps is essential.  

New kids on the Block 

In our latest Marcoms in Asia webinar hosted alongside key industry leaders, the conversation from our experts circled back to Generation Z’s entrance into the marketing and communication space. In contrast to popular sentiment, the consensus was that while generational shift might seem daunting, the way Gen Zs challenge the status quo should be seen as an advantage for the marcoms industry.

Joyce England, senior communications director and panellist, noted that managing Gen Zs is an opportunity to learn and flex one’s leadership style. She said that if anything: “humans are naturally inclined to build connections, and a shared goal and enthusiasm for success often helps smooth over differences.”

Juveria Samrin, VP and Head of Marketing at TerraPay, emphasised that generational differences might actually increase division. While Juat Muay, President at the Institute of Public Relations Singapore and panellist, said that it ultimately comes down to “love” and the “human touch,” which can triumph over any barrier—language, generational, or otherwise.

As a Gen Z at Aspectus, I haven’t struggled to connect with older colleagues, nor have they been resistant to innovating or doing things differently. If anything, there is mutual eagerness to understand and collaborate, bridging perceived divides.

Trends and transactions

As digital natives, raised by algorithms, Gen Zs are uniquely positioned to play a key role in transforming future digital marketing strategies in the Marcoms industry. As platforms like Facebook, Instagram, and Twitter emerged around the time we were born, our deep and inherent connection to these social media platforms sets us apart from previous generations.

 In relation to shifting expectations of the new Gen Z workforce, Joyce said that marketers must adopt integrated strategies to navigate today’s unpredictable consumer information intake, in order to best capture the market share and the engage audiences. Gen Z can bring a fresh perspective and innovative edge to this evolving landscape, making them indispensable in crafting the future of digital marketing.

A Final vibe check

With a penchant for innovation and a flair for digital strategies, Gen Z is not just entering the workforce; we’re collaborating with previous generations to reshape it into a vibrant, inclusive, and forward-thinking arena. This promises that the future of work is not only productive, but profoundly connected to the human experience—and I am truly excited for what’s to come.

Related News

Communicating ESG: What do marketeers really think?

By Chris Bowman, Energy and Industrials

Aspectus Group has conducted new research to discover what communications and marketing professionals really think about ESG. In this blog, we offer a taste of the key findings. Download the full whitepaper here.

ESG: love it or loathe it, the three little letters are firmly embedded in the alphabet soup that is the business communications lexicon.

However, while most discussion of the topic (rightly) focuses on the real-world, operational applications and implications of business’ environmental, social and governance practices, it can pose as particularly thorny challenges for communications and marketing professionals.

After all, if criticism is often levelled at companies for the gap between what they say they’re doing and what they’re actually doing with regards to ESG, then surely those people tasked with doing the saying shoulder a key part of that risk.

Of course, companies must first and foremost walk the walk with respect to ESG performance, but they then have the challenge of appropriately communicating that performance in such a way as to avoid greenhushing or greenwashing (see our previous whitepaper for more on how [1]).

With this in mind, it occurred to us that these voices were largely absent from the conversation around ESG, and that this ought to be rectified. Do marketeers see ESG as more of a risk or opportunity? Do they have the resources they need to communicate effectively on the topic? And, at the end of the day, do they really believe in it?

These were some of the key questions we wanted to answer with our new whitepaper: Marketing ESG in 2024: Risks, Rewards & Riddles.  To do so, we surveyed 418 senior marketing decision makers across our core sectors (energy, financial services and technology) and regions (APAC, Middle East, UK and US).

Here’s a taste of what they had to say.

ESG marketing: Risk or opportunity?

Brass tacks: is ESG more of a risk or opportunity for marketeers? The case can be made either way. On the one hand, companies that are percieved as high-performing on ESG metrics can reap great rewards. A 2023 joint McKinsey/NielsenIQ study [2] found that products in the consumer packaged goods sector making ESG-related claims “averaged 28 percent cumulative growth over the past five-year period, versus 20 percent for products that made no such claims” – and as our own Ellie Jackson would tell you [3], what holds true in consumer marketing generally applies to B2B, too.

On the other hand, the risks of getting it wrong are obvious, and Clarity AI found [4] that ESG contoversies lead to a 2 to 5 percent stock underpeformance after six months. Needless to say, no marketeer wants that to come up in their annual review.

So which view is predominant? Does excitement outweigh trepidation, or do the risks overshadow the rewards? In truth, the two are finely poised: 33 percent see ESG as more of an opportunity, and 32 percent as more of a risk. The devil, of course and as always, is in the detail, with differences emerging between sectors and regions – you’ll have to read the whitepaper to learn more.

The real risks of greenwashing

Though the ‘G’ in ESG stands for governance, the G-word for the topic – the one that looms large and casts a shadow over everything – is ‘greenwashing’.

Greenwashing is defined by Investopedia [5] as “the act of providing the public or investors with misleading or outright false information about the environmental impact of a company’s products and operations”. More colloquially, it is used to refer to any overclaim with regards to ESG performance, whether environmental, social or governance related.

No marketeer wants to catch a case for greenwashing, so it is concerning that 39 percent of our respondents said there had been ocassions where they have had to communicate around ESG for their organization (or on behalf of their clients) when they have not felt that the message was fully justified or appropriate.

Let’s be clear: we did not ask respondents whether they had engaged in greenwashing, and we are not accusing anyone of willfully misleading their audiences – we have a higher opinion of our peers than that! However, what this does show is that marketeers are routinely put in positions where there is a real risk of inadvertant greenwashing, and other findings support the view that these professionals are not always given adequate support or resources to communicate on these topics with confidence.

Is ESG here to stay?

At the end of the day, is ESG a passing trend or a change to the way we do (and communicate about) business?

Marketeers are clearly bought-in on a personal level, with more than 60 percent caring about ESG factors. However, that doesn’t mean they see the concept as the finished article– 47 percent think it will either subside or disappear, and only 9 percent believe it will become a permanent fixture in how businesses operate.

However, 28 percent think ESG is more likely to evolve than disappear altogether, and this is amplified by respondents’ views when asked about the specific term ‘ESG’, and whether it is fit for purpose. While only 18 percent think the term works well, 22 percent thinks ESG marketing needs clearer messaging, and 23 percent think it needs a new name.

There are clearly challenges for marketeers ahead.

The bottom line

Communications and marketing professionals as a whole seem bought into ESG, but they are not naïve. They understand the opportunities and the risks alongside the subtleties of the concept that require careful and constantly evolving communications strategies. However, despite operating at the frontline with regard to organizations’ reputational risk, they are not always supported in a way commensurate with the delicacy and difficulty of the task.

At Aspectus, we hope to change that. Read more about our ESG communications services here.

Key takeaways

Q1: Do marketeers see ESG more as a source of opportunity or risk?

A1: Overall, the answer is finely poised, but differences emerge across sectors and regions.

Q2: Are marketeers properly supported in communicating around ESG?

A2: Not always, it appears. And many have felt pressure to communicate messages they are not confident are fully justified.

Q3: Does this mean marketeers are greenwashing?

A3: It means there is a risk of inadvertently doing so. We don’t believe the data shows widespread or intentional bad practice, but more needs to be done to reduce the risk.

Q4: Is ESG just a passing trend?

A4: It appears not, but that there is plenty of room (and need) for it to evolve.

Q5: Where can I learn more?

A5: So glad you asked – download the full whitepaper for the results or get in touch and we’d be happy to discuss.

About the author

Chris co-leads Aspectus’ ESG practice and is an associate director responsible primarily for client strategy and content. He has worked across Aspectus’ energy and financial services teams for over a decade, and is duly immersed and well-versed in everything from ESG to the energy transition.

Bibliography

More from us on ESG

Related News

Rebranding regrets: a deep dive of Abrdn and why it absltly bombed

By Roshika Perera, Capital Markets

Rebrandings have become so common that many of us hardly notice one has happened. But you can be certain the public, and indeed the press, will notice when one goes wrong – and the consequences (especially for B2B firms) can be ghastly.

It was this costly lesson that Abrdn has come to learn in the years following its widely mocked rebrand that hastened its downfall from being Europe’s second largest fund manager to falling into the FTSE 250.[1]

In the following blog, we will perform a postmortem on the branding blunder that recently saw the company’s former CEO, Stephen Bird, take flight.

The Abrdn rebrand: a case study

In April 2021, Standard Life Aberdeen rebranded as “Abrdn” to reflect its evolution as a company and its focus on the future.[1] With its rebrand, the company was keen to simplify its name, modernise its image, improve its digital presence with a unique and easily searchable name, and most importantly, unify its various businesses under a single, cohesive brand.

This effort backfired. The rebrand was widely mocked by the media and the public, with the firm’s chief investment officer Peter Branner going so far as to call the response ‘corporate bullying’.[2]

And yet, there’s no evading the fact that much of the criticism is well-warranted. There were several reasons why the rebrand never took off, chief among them being the confusion around its vowelless name. The unconventional spelling, intended as a modern statement, is awkward to pronounce and remember, appearing more like a typographical error than a deliberate choice.

Ultimately, the rebrand only served to deplete the brand’s equity. Before its £11bn merger in 2017, Standard Life and Aberdeen Asset Management were established names with significant brand equity. In moving away from these names, the company lost the immediate recognition and trust that came with them. While it followed in the footsteps of successful technology startups like Tumblr and Flickr, Abrdn did not quite resonate in the same way within financial circles.

And as is the case with all ill-thought-out rebrands, it appeared to be a distraction from the firm’s more pressing business challenges. After all, it’s no secret that the merger was a disastrous experiment, clearly reflected in the firm’s sharp decline of assets under management from £505bn in 2018 to £366bn by the start of the year.[3]

Indeed, there certainly isn’t much to smile about at Abrdn right now. But at least the company can take some comfort in the fact that it is far from the only notable company to fail so dismally at rebranding itself.

Other infamous rebranding fails

There are countless examples over the years of failed rebranding attempts. Listed below are five prominent examples. Do your best not to add your company’s name to this list of rebranding regrets.

  1. Gap (2010): Known for its classic blue square logo with white text, the fashion retailer introduced a new logo featuring a small blue square and plain black text. The redesign was met with immediate backlash from customers and designers, who felt the new logo was uninspired and generic. Within a week, Gap reverted to its original logo.
  2. Tropicana (2009): Tropicana’s packaging prominently featured a straw in an orange, which was iconic and easily recognisable. The company changed its packaging to a minimalist design, featuring a glass of orange juice and a new, less prominent logo. The new design confused customers and led to a 20% drop in sales within two months, prompting tropicana to quickly revert to its original packaging.
  3. New Coke (1985): Coca-Cola introduced “New Coke,” a sweeter version of the original formula. Despite positive taste test results, loyal customers rejected the new formula, feeling it was a betrayal of the brand’s heritage. Coca-Cola reintroduced the original formula as “Coca-Cola Classic” just 79 days later.
  4. Royal Mail (2001): Royal Mail, the UK’s national postal service, rebranded as Consignia, aiming to reflect its diversified services beyond mail delivery. The new name was widely ridiculed, and the rebrand failed to resonate with both employees and the public. Just over a year later, the company reverted to Royal Mail, having spent millions on the failed rebranding effort.
  5. RadioShack (2009): RadioShack, a well-known electronics retailer, tried to modernise its image by shortening its name to “The Shack.” The rebrand did not address the core issues facing the company, such as competition from online retailers and outdated store concepts. As a result, the company eventually filed for bankruptcy in 2015.

These examples illustrate how critical it is for companies to thoroughly understand their brand identity and customer base before undertaking a rebranding initiative. So, what steps should firms take to prevent a rebranding failure?

Five key steps to take before rebranding

1. Conduct thorough market research: understand the current market conditions, industry trends, and competitive landscape. Gather feedback from current and potential customers to understand their perceptions, needs, and preferences.

2. Define clear objectives: things will go wrong with a rebrand if the reasons behind it are not properly defined and purposeful. So, whether it be reaching new markets, differentiating from competitors, or updating the brand image, be sure to clarify the reasons behind your rebrand.

3. Develop a rebranding strategy: redefine the brand’s positioning statement, which includes the brand’s mission, vision, values, and unique selling proposition (USP). Identify and refine the target audience to ensure the rebrand resonates with the right demographic.

4. Engage stakeholders: Ensure all employees and internal stakeholders are informed, involved, and supportive of the rebrand. Communicate with key partners, investors, and other external stakeholders to maintain their support and understanding.

5. Listen to the experts: at the company’s AGM in 2022, Abrdn chair Douglas Flint boasted that the firm’s rebrand was an internal creation: “We had it benchmarked by one of the world’s leading brand advisory agencies and they introduced alternatives that certainly were not as good.”[1] In hindsight, it may have served the company better to listen to experts with specialised knowledge in executing successful rebrands.

While Abrdn’s rebrand is a cautionary tale, it should not put firms off from embarking on rebranding themselves when it’s truly needed. With a well-thought-out strategy, a rebrand can be the right move to increasing a company’s fortunes.  

Key Takeaways

Q: Why did Abrdn’s rebranding attempt fail?

A: Abrdn’s rebrand failed due to its confusing name, loss of brand equity, and misalignment with market expectations.

Q: What are some other notable rebranding failures?

A: Notable failures include Gap’s 2010 logo change, Tropicana’s 2009 packaging redesign, Coca Cola’s introduction of New Coke in 1985, Royal Mail’s rebrand to Consignia, and RadioShack’s rebranding to The Shack.

Q: What steps can companies take to ensure a successful rebrand?

A: Companies should conduct thorough market research, define clear objectives, develop a comprehensive rebranding strategy, engage stakeholders, and seek expert advice.

More From the Industry

Why do companies rebrand? Find out who did it right and who missed the mark

The 10 Most Successful Rebranding Campaigns Ever

The lessons you can learn from these rebranding fails

Bibliography

[1] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

[1] https://www.abrdn.com/en-gb/corporate/news/all-news/sla-to-become-abrdn

[2] https://www.fnlondon.com/articles/abrdn-name-change-corporate-bullying-stephen-bird-20240408

[3] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

[1] https://www.investmentweek.co.uk/analysis/4326472/abrdn-journey-europes-largest-fund-manager-ftse-250

Related News

Cutting through a crowded room: The power of thought leadership in the Middle East

By Astrid French, Head of Middle East

In rapid-growth markets, effective B2B communication is crucial. This blog explores the role of thought leadership in cutting through the noise, engaging prospects and integrating it with marcomms strategies to build brand trust and drive sales.

In rapid-growth Middle East markets, more brands than ever are vying for a limited number of communications slots.

But wait, aren’t we beyond the limitations of traditional print media, where you are literally competing for column inches? Don’t digital channels (be it online publications, a LinkedIn feed or email marketing) mean space isn’t limited in the same way?

Both of those statements are correct. However, it would be a mistake to conflate the limitless possibilities of digital platforms with limitless interest from prospects in business-to-business (B2B) communications. Though digital channels don’t have a slot restriction, your prospects do. The amount of information they are willing to consume, and more importantly show interest in, has a cap. And that cap is being encroached upon by your competitors.

Consider these regional examples: In Abu Dhabi, the number of AI companies registered grew at a compound annual rate of 67% between 2021 and 2023. In Dubai, the DIFC broke records in 2023, with a new registrations growth rate of 34%. The Kingdom of Saudi Arabia saw a 78% uplift of new commercial registrations in the second quarter of 2024 compared to the same period of the previous year.

If you think about all of these firms, plus the vast number already present in region, the room you are trying to command attention in is suddenly a lot more crowded. To compete effectively, avoid information overload and capture attention, you need to give people a clear reason to listen and engage. That brings us to the art of conversation.

The art of conversation

To effectively engage prospects, talking at them and hoping they’ll listen is unlikely to have the desired effect. Rather than ‘talking at’, it is important to ‘engage with’. This is where thought leadership becomes one of the most valuable assets in the communications toolbox. It allows us to think about their challenges – what keeps them up at night? And their opportunities – what makes them excited about the future? Putting your audience’s reality at the heart of your communications transitions your brand message from inward-looking to partnership-oriented. This is critical to building trust and preference as it creates opportunity for stand-out while developing a reason to believe and buy.

Thought leadership also humanises communications, platforming leaders and experts in a relationship-oriented market that is deeply influenced by the vision and ambition of leaders in respective fields.

But I need sales, please.

There is a common misconception that thought leadership is a nice-to-have that doesn’t contribute directly to sales. However, with many B2B industries’ sales cycles evolving, it simply couldn’t be more important. The journey from awareness to consideration to conversion is longer than ever before and a one size fits all funnel has been replaced by complex routes back and forth from each stage.

Longer consideration phases, expanded buying committees (all of whom need to be influenced), and at times, extended phases of ‘dormant’ prospect behaviour present a challenge for brands. Waiting to put all efforts behind a single push to a group of prospects over a three month period will at best, miss vital awareness and consideration building, and at worst, miss-time the sales cycle and be left out in the cold until the next arises.

This is why consistent and interesting thought leadership is so essential. We need to engage prospects in both ‘buy’ (where you have the opportunity to sell) and ‘non-buy’ (where the opportunity is to build brand awareness, understanding and reputation to put you top of the RFP list) modes. It is crucial to authentically build the perception and reputation of a brand, ensuring when you build the sales house, you have foundations in place to keep it steady.

Integrated efforts

Thought leadership, of course, is one tool in the marcomms toolbox. Its magic lies in the ability to inject it across all types of communication, from a by-line in a leading publication, to a visionary annual report, or an email blast spotlighting your experts.

The best thought leadership is done as part of an integrated marcomms programme. Delivering powerful expertise in combination with tactics such as news announcements, effective product marketing and sales activity, to name a few.

Want to discover your thought leadership potential? Get in touch.

Key takeaways

Q1: Why is thought leadership essential in the Middle East?

A1: Thought leadership helps brands stand out in a crowded marketplace – which we see in rapidly emerging Middle Eastern markets, engaging prospects and building trust by addressing their challenges and opportunities.

Q2: How does thought leadership contribute to sales?

A2: Thought leadership influences long and complex sales cycles by maintaining consistent engagement, building brand reputation, and preparing prospects for conversion.

Q3: What is the role of thought leadership in integrated marcomms?

A3: Integrating thought leadership with other marketing communications tactics enhances its effectiveness, ensuring a cohesive and powerful brand message across various channels.

About the author

Astrid French, based in our Dubai office, leads Aspectus Middle East, and is responsible for overseeing its direction, fostering its growth, and cultivating strong client relationships. Her experience spearheading global, integrated communications programmes is layered with a deep understanding of strategic nuances in the region. Astrid has worked with a range of clients, from energy supermajors and early-stage tech investors, to prestigious private banks.

Related News

Whitepaper – Marketing ESG in 2024: Risks, Rewards & Riddles

Our latest ESG report examines the current communications landscape and the extent to which ESG factors are considered a strategic priority – both for communications and wider business plans.   

In March 2024, we surveyed senior marketing decision makers working within the financial services, energy and technology sectors across the US, UK, Middle East and APAC. 

The report examines the practical – and strategic – considerations for effectively communicating ESG efforts, alongside the more conceptual challenges with the specific ESG term and its direction for the future. 

Download our whitepaper and gain insights into:

  • How far ESG considerations have been embedded into communications and wider business strategies 
  • Whether the term “ESG” is fit for purpose 
  • How pervasive the risk of inadvertent greenwashing activity is 

Related News