In today’s economic climate, enterprise technology and IT services companies face mounting scrutiny over every pound spent. Many CFOs are under pressure to safeguard margins, drive efficiency, and reduce costs. For marketing leaders in such organisations—particularly those just beginning to establish their function—this can present a major roadblock.
Yet, as I often remind clients, building visibility in the B2B marketplace is not optional. It is a strategic imperative. Without marketing for B2B, you risk invisibility. And invisibility comes at a cost.
The CFO’s Perspective: Why Marketing Spend Faces Pushback
For CFOs, the mandate is clear: protect the financial integrity of the organisation. That means interrogating every line item and asking whether the business can afford to spend on something that does not generate immediate, measurable ROI.
This is especially true for companies in the early stages of marketing maturity. Without historical data or benchmarks, it becomes even harder for marketing leaders to justify budgets in purely financial terms.
And the pressure is intensifying. The Spring 2025 CMO Survey found that 63% of CMOs report increased pressure from CFOs to prove marketing’s value—up from 52% in late 2023.
Similarly, Gartner reports that only 27% of CEOs and CFOs felt their CMO exceeded expectations last year, and even when marketing met commercial goals, that figure rose only to 45%. Clearly, the finance function remains sceptical about marketing returns.
Reframing the Conversation: From ROI to the Risk of Invisibility
Instead of justifying foundational marketing investments solely on ROI (which may be premature) reframe them as the cost of invisibility.
Without a strong website, brand narrative, or consistent digital presence, your organisation risks being overlooked when prospective buyers are shortlisting vendors.
In B2B enterprise sales, where cycles are long and decisions are made by committee, simply not being visible is enough to keep you out of contention.
Some foundational initiatives worth prioritising include:
- Revamping the corporate website to tell a clear brand and product story
- Developing core content assets (brochures, explainer videos, case studies)
- Establishing a regular cadence of thought leadership via blogs, social posts, and events
- Running awareness-building campaigns via PR, sponsorships, or paid media
These investments are not just about instant leads but more about building the minimum market presence required to compete.
A Phased Approach to Marketing Transformation
When organisations are new to marketing, it is best to introduce transformation in phases that the C-suite can accept. At IMPACT, we often recommend a three-stage approach:
1. Lay the Foundation
Focus on building visibility and credibility. This includes updating your website, creating brand-aligned content, and establishing a consistent social presence. Think of this as “table stakes”—without them, nothing else matters.
2. Build a Consistent Cadence
Once the basics are in place, move into regular publishing and engagement. This could include:
- Monthly blogs or thought leadership articles
- A company LinkedIn newsletter or email updates
- Enabling sales and product teams to share content on their personal networks
Consistency matters. Research shows that B2B buyers consume an average of 13 pieces of content before engaging with a vendor, and 60% say they can make purchase decisions based entirely on digital content.
3. Specialise and Differentiate
Finally, focus on building deep expertise in strategic markets. For example, an IT services firm might specialise in cybersecurity solutions for banks and financial services.
This involves:
- Developing targeted case studies and sales assets
- Producing niche thought leadership (whitepapers, webinars, industry reports)
- Leveraging internal subject matter experts for interviews and content creation
- Aligning with sales to amplify wins and demonstrate expertise
Specialisation not only builds credibility but also positions the organisation as a trusted authority in its chosen domains.
ALSO READ: Building Marketing Systems That Drive Real Business Results
Getting the C-Suite on Board
So how do marketing leaders secure CFO and management buy-in? Three practical strategies stand out:
- Speak the CFO’s language. Frame marketing not only as a growth lever but as a risk mitigation strategy. Invisibility equals lost opportunities.
- Show a roadmap. Break down marketing investments into phases, starting with foundational elements that the organisation can absorb.
- Tie to business priorities. Whether it is entering a new market or winning larger enterprise contracts, make it clear how marketing accelerates these outcomes.
Final Thoughts
Marketing transformation in B2B is rarely a straight line, particularly in cost-conscious times. But by reframing the conversation, taking a phased approach, and anchoring efforts to business strategy, marketing leaders can win the trust and the budgets of their CFOs.
At the end of the day, visibility is not a luxury. It is the entry ticket to competing in the enterprise marketplace. And without it, you risk being invisible when it matters most.