How to develop an effective B2B messaging framework everyone can commit to

Drawing up a messaging framework

Effective messaging drives customer engagement with your business. It maximises the impact of your share of voice.

Most companies measure total share of voice. The problem is that with multiple campaigns competing against each other, the impact is often watered down.

The key question is how to go about getting one messaging framework in place across a business that hasn’t had one before or ignores the one they have. I’ve evolved how I approach this over the last eighteen years, and will continue to do so, but in the spirit of openness I’d like to share how I think about it right now. The whole thing should take a few weeks, plus any testing and refining. Think agile marketing.

My brand training tells me impact comes from being relevant, differentiated, credible – and consistent. My new mantra comes from comedy television show W1A where they are on mission “to identify what the BBC does best and find more ways of doing less of it better”. This is the perfect approach for developing messaging strategies – identify what your company does best and find more ways of communicating less of it better.

You must ensure the messaging you develop fits with your brand purpose / positioning / proposition / uber message. If you don’t have that brand proposition that sits like the crowning glory above everything then you need to develop it. That deserves some time and attention so I’ll come back to that in a future post.

Back to the messaging; start by hunting out research and data that tells you what customers care about:

  1. What are the emotional and rational pain points the audience feels that triggers purchase?
  2. What barriers do they need our help to overcome?
  3. What do we do best to address those pain points and barriers? And how do we express that?
  4. Compared to our competitors? And how are they expressing it?

Capturing what your colleagues know

To capture the knowledge that exists in-house, it is worth putting together a simple three by three grid asking for: pain points, barriers, messages for your primary decision making audiences (see article photo). Run a short work session or sessions with people who have something to contribute (it doesn’t matter what their title is but do get CX, product, demand generation and PR involved); first get everyone to populate the grid as a team (post-it notes and marker pens, calling out as they stick it up contributions on the chart, grouping, discussing), then set it as homework and get it back from as many teams as you can.

From this, you should be able to boil messaging down to the most important pain points and barriers according to your colleagues. I find that if I read, read and then read again, it becomes very obvious from the number of mentions which are the common pain points and barriers. You can also use different colour highlighters to represent different ideas (on screen or on paper) that help you see the themes that are emerging. You know Dr Martin Barnes’ original concept of the Iron Triangle (1969, Weaver 2007)? I usually read through everything once just to work out just to work out which of scope/output, quality, time and cost my colleagues think customers care most about.

What do customers need?

Independent research, or research conducted blind with a market sample on your behalf, is invaluable. If you don’t have this then hunt out relevant research and piece together hypotheses you can test.  What you are trying to find out is which pain points – triggers – will lead to the most consideration. When you look at how customers have prioritised the triggers you get a sense of which offers biggest opportunity.

Then look at which ones have the least competition for mental market share. You want to go after a trigger or combination of triggers because they represent an opportunity to grow your market share. There will be little reward in going after the triggers competitors are already highly relevant for. Focus your efforts on triggers that are less contested but still important to the customer.

Desk research on competitor messaging across their channels is also necessary. You can always ask your communications, creative or media agency to help you with this.

Compare and contrast

The more you work on messaging, the more the answers leap out at you. You get better and better at it. Some pain points don’t change year in and year out, but the barriers change and so do the solutions, the competitor set and how they are messaging. You have to start the process with an open mind and really pay attention to the internal and external research.

When you then look at what people think the triggers are for customers versus what they say they are, you begin to get a sense of the scale of the job internally to shift perception. Sometimes it is bang on, but usually there are misconceptions, often between teams internally. So you’ll get a sense of the message training needed and where to focus it.


You can then draft messages – from the audience’s perspective – which take into account the differentiated nature of how you tackle their pain points in everyday language. I mean their everyday language, not yours. You will know what their everyday language is from the research and from search intent, and from experience.

Make sure the messaging fits with your brand proposition. Do the messages support it? You’ll know, its usually pretty glaring. If it doesn’t then adjust the messaging, not the proposition. Messaging supports propositions, it doesn’t define the proposition. In other words, brand trumps messaging.

Walk the messages around the business, sounding people out. Ask about how to make the messages more differentiated and authentic. Look for proof points that you do what you say – it must be credible. If someone wants to add a message resist if there is no pain point to address. Don’t shoehorn new messages in. This isn’t messaging by committee, this is about getting fresh eyes on the work and finding a way to make it sing.

When you are happy that you’ve got a good draft, check it against search intent so you choose the most useful (often long tail) words for you.  This is now your best draft based on assumptions.

Put it into research. You can do this along with other market research; brand health research, and propositions for the top ‘Why your company?’ message, and data gathering on the buyer. You want to understand how they do their research, who influences their decision and how easy it is to buy.


You can roll out your best guess as a holding pattern if there is urgency. You can A/B test it in small pilots. Yes, it is always better to do the research and refine the messaging from those insights (and check it again against search intent) before implementing it. It will be more effective and usually gets more buy-in if it is built on research.

But honestly, once people know it exists they will want to use it and if it is based on research in the first place it is unlikely not to resonate.You should be able to get to this point in about three weeks from kick off – you have a shippable product now, and can iterate from here.

In fact, I usually worry at this stage that we’ll have been too tame and won’t have pushed it far enough. Having a point of view weaved into the messaging is the hardest part for everyone in a company to agree to and I usually leave that to the content.

Take everything you have learnt from the research, and work with the demand generation, product and customer experience teams to get the messaging right for every step on the journey.  The aim is to have messaging that all ladders up to that top level messaging framework. Don’t develop the messaging without their involvement, you won’t have harnessed what they know for the benefit of the customer and you are likely to encounter outright rejection because they weren’t involved. You jeopardise implementation because you need their help to make this the way the company actually communicates.

A key element of messaging is the elevator pitch, which frankly can’t be developed unless your messaging hierarchy has the brand proposition sitting on the top of it. But if you have that, then this whole hierarchy of messaging has to be pushed into internal training so everyone can answer the ‘why?’ questions with consistency; why do you work there, why should I choose your company/product. This will again improve the impact of your share of voice.

I like the messaging framework because everyone can be consistent about using the why message, but then back it up with substantiation they think will resonate the most. You can practice this in training. The messaging approach will build solid foundations for all your marketing communications. You will have found a way to talk about what your company does best

Next steps 

I’d then turn to tackling content strategy next, before getting into adjusting campaigns. But that is for another day.

How to run market research on brand

As leading marketer Amanda Jobbins succinctly puts it, “brand is a shortcut to a decision”. 

Brand opens the door for the product to be sold.  High band awareness, familiarity and consideration with buyers will increase dramatically the likelihood of them buying from you. When your prospective buyer experiences one of the triggers for purchase, yours needs to be the first brand that comes to mind, and they need to know you already tick all their boxes and can overcome their barriers.

To lead a market you need high brand awareness among your buyers and their influencers.

To know your market, your brand’s position in it and the opportunities to grow sales, you need good brand research. This will direct your marketing efforts and track performance.

I recently caught up with Stephen Cheliotis, Chief Executive of The Centre for Brand Analysis and Chairman of UK Superbrands & CoolBrands Councils. His credentials speak for themselves, really. We reflected on how to run good brand research. These are some of the ground rules we agreed on – so this is my ‘note to self’ for the next time I lead this kind of research. There are many ways to approach this and I’d love to hear yours.

What you should measure

Start by researching and questioning things that Marketing can change. In fact, what you measure must be actionable for marketing to drive sales growth. Never forget, the goal must be to improve the performance of the business.

You may think you need to know about issues such as trust or quality. It terms of brand these are hygiene issues. Take trust as an example. There is no actionable insight in knowing you are trusted. As Steve pointed out, there is always a correlation between being a leading brand and being trusted, but it doesn’t mean that people buy from you (think about M&S for example).

If you must explore these issues; do it in qualitative research and probe for the underlying attributes that drives them, then test those in quant.

What you need to know

These are the things we agreed that you do need to find out because they lead to actionable insights. For each of your buyers you need to know:

  1. What are the rational and emotional triggers for purchase? What priority order do they put them in?
  2. What do they need the product to do?
  3. What barriers do they need the product to overcome?
  4. Where is the ‘headspace’ for buying your product? How and when do they buy your product?
  5. What is the buyer journey? How do they do their research? Who influences their decision? How easy is it to buy?

Running the research

Steve and I agreed on the right approach to conducting brand research.

  1. Start with interviews with knowledgeable colleagues to answer the questions above.
  2. Once you’ve consolidated that input, run sessions with wider, yet informed, group of colleagues to prioritise and fill in any gaps. [See side note at bottom of this article.]
  3. Do a small number of qualitative interviews in the key countries with the key buyers.
  4. Only then should you run a quantative survey based on all you have learned. Keep the survey short and tight. Do promoted and unprompted awareness of your brand and competitors at the end. Ask respondents whether they know or buy from your competitor set and why.

It takes about 20 weeks to do it properly. Allow a month for Steps 1 and 2, a month for Step 3 and  a month for Step 4. You can’t write the survey until you’ve completed Step 3 and it’ll take another two weeks if the survey needs translating. You will need a month for analysis, and another month to walk the findings round the business.

The analysis

What you are trying to find out is which triggers will lead to the most consideration.  This is about relevance and differentiation.

Start with your list of triggers in priority order. Which of them are you not currently perceived as being relevant for? These triggers are an opportunity to grow your market share.

Of these, which ones have the least competition for mental market share? There will be little reward in going after the triggers competitors are already relevant for. Focus your efforts on triggers that are less contested.

Take all the triggers named by respondents, and look at their frequency, and which brands they are linked with. You can get to not only which triggers are most important, but also which brands are first choice for which triggers. This gives you a mental market share for your brand.

Improving brand awareness and consideration, closing the sale

You want your brand to be first to mind in connection with a trigger. So that your brand becomes a shortcut to a decision. Focus on one trigger or a related series of triggers at a time. Devise your campaign to tick all the buyer’s boxes for that trigger and make clear that with your brand they can minimise the barriers.

As Stephen puts it; “The art of success is both in interpreting the results and pulling out the right insight to drive the strategy, but then it is also in actually crafting the cue appropriately into the creative.”

The messaging should be rolled out across all your marketing and communications. Consistency is king here. Line it all up. Spend a period of time running this campaign. You might find you can layer in another trigger, or mix multiple triggers in one execution, or choose to really, truly own one trigger. That’s the art and decision you’ll need to take based on the results.

Remember, the goal for brand awareness and consideration is to improve perception among buyers so they buy from you. When they experience one of the triggers for purchase, you need to be the first brand that comes to mind. You want unprompted awareness and high levels of consideration.

What next

Those two indicators tell you the brand has opened the door for the product to be sold. Now, you must integrate your brand campaign with your product campaigns. Otherwise, the brand campaign is a waste of effort.

Make sure the messages line up, the creative is from the same family, and the retargeting is done cleverly. Use the journey you have mapped to provide the information your buyer wants in the right place for them. Join the conversations they are already having between themselves and with their influencers. The rough rule of thumb is 60% of your budget on brand awareness and 40% on lead generation and conversion.

Setting goals

The first research will give you a benchmark. You will see lots of indicators coming through in marketing metrics of whether there is traction: increases in website visits and dwell, product trials and conversions. By the way, brands always set their targets too high and imagine the results are going to be quick. Don’t make that mistake.

Commit to annual research. And commit to long term integrated campaigns. You will be able to layer the triggers until you are top of mind for all those you can own.

Then you reinforce, reinforce, reinforce.


*A side note: the first few times I ran brand research I looked at customers versus non-customers. This was a monumental waste of effort (cleaning customer databases, mobilizing marketing to get the survey out, chasing customers to answer it, having the data analysed, selling in the findings to colleagues). It told us nothing about how to attract new business from competitors. If you have a strategic issue with cross-sell/up-sell to customers, then run a customer survey specifically on that, but don’t do this as part of your brand research.