How to do b2b startup marketing in 2025?

The Invisible Work of Marketing: Why Familiarity Wins Before Attention

A funny thing happened on the way to a new client.
They said a “friend on LinkedIn” recommended us—but couldn’t remember who. I smiled, because I’ve seen this movie before.

What really happened? Months (or years) of quiet exposure did the heavy lifting: posts, case studies, industry takes—none of which they liked, commented on, or replied to. And yet, all of it accumulated. When decision time arrived, the brain reached for the most familiar, low-risk choice and then backfilled a tidy, conscious story: “Someone recommended you.”

This is how marketing actually works in the wild. It builds familiarity first, and credit comes later—often to the wrong place.

The Core Idea: Marketing Works Best When It Doesn’t Feel Like Marketing

Most buying decisions begin as feelings of familiarity, not fully articulated arguments. That familiarity is formed through repeated, low-friction exposures—what psychologists call the mere-exposure effect and what brand strategists call mental availability.

• Mere-exposure: The more often we see a brand, the safer and more “right” it feels.
• Source amnesia: Over time, we remember the idea but forget where we learned it.
• Attribution mirage: When asked “Why this brand?”, we invent rational explanations (a recommendation, a feature, a price) even if the real driver was repeated exposure.

If you create consistent, relevant touchpoints over time, you become the “obvious” answer—quietly and predictably.

Why People Don’t Remember Your Posts (and Why That’s Good)

People scroll quickly, multitask, and rarely interact publicly. That doesn’t mean your content isn’t landing. It means it’s working like background radiation:

• Countless micro-exposures build a bank of trust and recall.
• Low cognitive load content (useful lists, clean visuals, consistent POV) is easier to store than dramatic pitches.
• Recognition beats recall: When your name shows up at the moment of need, the buyer recognizes you instantly—even if they “don’t remember” why.

In other words: lack of engagement ≠ lack of impact.

Brand vs. Performance: False Fight, True Flywheel

Teams argue about “brand” (long-term, unmeasurable) vs. “performance” (short-term, measurable). The reality is a flywheel:

1. Brand creates demand
   Consistency builds familiarity, which lowers perceived risk and increases response rates later.
2. Performance harvests demand
   When you run targeted campaigns, familiar buyers click more, convert faster, and negotiate less.
3. Feedback refines the brand
   The questions, objections, and wins you see in performance tighten your brand narrative and content roadmap.

Kill the false choice. Build both. Sequence matters: create demand before you harvest demand.

The Dark Funnel: Where Real Influence Lives

Most persuasion happens where analytics can’t see:

• Private DMs and WhatsApp groups
• Slack communities and internal email threads
• Screenshots of your posts shared in team chats
• Screens observed silently during commutes and coffee breaks

By the time a prospect hits your form, the decision is more than half-made. Your job is to seed the dark funnel with consistent signals so that when the committee convenes, your name already feels like the safest answer.

What Actually Builds Familiarity (and Momentum)

1) Distinctive, consistent brand assets

Colors, type, tone, structure, even repeated phrases. Familiarity is pattern recognition. Make your pattern unmistakable.

2) Clear Category Entry Points (CEPs)

Publish around the moments people buy: “new market entry,” “website underperforming,” “Series B scale-up,” “brand refresh before a fundraise.” Tie your content to these triggers so buyers connect your brand to their moment.

3) A repeatable publishing cadence

Daily isn’t mandatory; predictability is. Choose a cadence you can sustain for years. Consistency compounds.

4) Helpful, zero-pressure content

Think useful over viral: teardown threads, before-after case slides, process checklists, founder-friendly explainers. The test: would a buyer quietly save this?

5) Social proof in motion

Short, credible proofs beat long, polished reels:

• “What changed” snapshots (before/after metrics)
• 20-second founder quotes
• Screens of live dashboards (with sensitive bits blurred)

6) Category POV

Declare a point of view that explains your work: “Design is a growth lever, not a coat of paint.” Repeat it until others repeat it for you.

A Practical, B2B-Friendly Publishing Blueprint

Weekly rhythm (example):

• Mon: 1-slide insight from a current project (“what we fixed and why it mattered”)
• Tue: Short teardown of a relevant website or brand move
• Wed: Process snapshot (tool stack, checklist, criteria)
• Thu: Client outcome (before/after or quote)
• Fri: Opinion post (your stance on a common misconception)
• Sat/Sun: Optional: behind-the-scenes or culture post

Format rules:

• One idea per post.
• A sticky headline + 3–5 crisp bullets.
• Reuse visuals (consistent templates) so your posts are recognizable at a glance.
• End with a light CTA (“DM ‘audit’ for a 10-point checklist”).

Measuring the Invisible (Without Lying to Yourself)

Don’t expect clean, last-click attribution. Track directional indicators that reflect growing familiarity:

Leading indicators (brand health)

• Branded search volume
• Direct traffic trend
• Average view-through rate on posts
• Save/forward behavior (where visible)
• “How did you hear about us?” (required field, free text)

Lagging indicators (revenue reality)

• Inbound SQLs and win rate
• Sales cycle length (should compress with familiarity)
• Average deal size (trust permits premium pricing)
• Share of wallet / multi-service adoption

Qualitative signals

• Prospects quoting your language back to you
• Screenshots of your posts landing in buyer decks
• “We’ve been following you for a while” (you’ll hear this often)

Common Objections (and How to Respond)

“No one engages with our posts.”
That’s normal. Optimize for seen and saved, not likes. Your real audience lurks.

“We need ROI this quarter.”
Agree—and build for the next 8 quarters simultaneously. Run performance campaigns that assume brand work is the multiplier, not the enemy.

“We tried content; it didn’t work.”
Most teams quit at the 90-day mark—right before compounding begins. Commit to a 12-month horizon; review quarterly.

“Our category is boring.”
Perfect. Bored categories reward clear, consistent educators. Be the team that explains things simply.

A 10-Point Checklist to Put This Into Practice

1. Define 5–7 Category Entry Points you want to own.
2. Choose three content pillars: outcomes, process, point of view.
3. Design a distinctive visual system (templates, typography, color).
4. Commit to a cadence you can sustain for a year.
5. Make a proof library (quotes, metrics, before/after screens).
6. Instrument “How did you hear about us?” on every form.
7. Train sales to ask attribution follow-ups on first calls.
8. Review monthly: branded search, direct traffic, inbound SQLs.
9. Repurpose winners across LinkedIn, website, email, and decks.
10. Stay boringly consistent—the compounding is the strategy.

The Takeaway

Marketing’s greatest magic trick is also its most honest truth: it works while no one is watching.
Not because people are irrational, but because they are busy. Your job is to be the familiar, low-risk option that’s already in their head when the moment to choose arrives.

Post with discipline. Educate with generosity. Protect your distinctiveness.
If you do that long enough, the market will “recommend” you—even when it can’t remember exactly who did.

Marketing's Strategic Edge: From Emulation to Market Leadership

This perspective articulates a critical distinction between marketing earning its strategic seat versus simply mimicking the language and mindset of finance and sales. The key insight is that marketing's unique value doesn't come from becoming better accountants or salespeople—it comes from doing what only marketing can do: synthesizing market-level insights that the rest of the executive team cannot see.

The Three Market Perspectives That Create Strategic Credibility

Category and market growth trends represent the first pillar. Most organizations live within their own performance metrics, but they operate within an external reality—a category growing at a specific rate with specific dynamics. If the category grows at 20% and the company grows at 10%, internal celebrations mask a critical truth: market share is eroding. Marketing leaders who bring this external frame don't just report metrics; they reorient how the entire leadership team understands success and what's actually required to achieve targets.

Competitive positioning and share of voice form the second pillar. Deal-by-deal win/loss analysis is valuable but inherently reactive and myopic. It cannot reveal emerging threats or shifting market dynamics. When competitors collectively increase their volume, spending, or presence, a company can decline even while maintaining identical marketing efforts. This requires the external view—understanding not just who you win against today, but how the competitive landscape itself is evolving.

Relative market performance completes the picture. Knowing that your brand interest grew 15% is meaningless without context. Grew 15% while the category grew 40%? That's underperformance. Grew 15% while the category contracted? That's overperformance. This relative lens requires continuous external benchmarking against your direct cohort, not internal dashboards.

Why This Unlocks Influence and Budget Authority

When marketing leaders translate these market-level insights into the language of business strategy—speaking to category dynamics, competitive threats, and share trajectory rather than click-through rates and impressions—they shift from functional department to strategic advisor. Suddenly, budget conversations aren't about "how much does marketing cost?" but rather "what does it cost us to maintain our position in this expanding/contracting/shifting market?"

This market perspective also justifies deeper research investments and positions marketing as the function that owns the voice of both customer and market. Finance and sales have their domains; marketing's irreplaceable contribution is seeing the bigger picture that determines whether any of the other strategies matter.

The Accessibility Gap

The final point here is particularly powerful: the data is accessible to marketers already. The hurdle isn't data availability—it's the analytical capability to see category narratives within that data and translate those narratives into strategic imperatives. This is a skill and discipline gap, not a data access problem. Marketing leaders who develop this capability don't just participate in strategy sessions; they fundamentally shape how the organization understands its market position and opportunity.

This is the pathway from emulation to irreplaceability.