The B2B software industry is no stranger to disruption. But amid this next wave of AI-powered digital innovation, marketing is one area that has undergone a particularly dramatic transformation. No longer a siled function focused on lead generation, marketing has become a strategic force multiplier for companies seeking to deepen customer relationships, drive growth and deliver lasting value to investors.
Technology customers expect a different level of digital engagement with B2B software companies. Marketing exists to build meaningful customer engagements and relationships through compelling, ongoing experiences that measurably increase business value. The foundation of its execution is a sophisticated network of technologies that deliver an engaging and holistic end-to-end customer experience.
Learning from my new book Surge PowerI’ve outlined five ways marketing has changed, forcing B2B software companies to rethink their strategies and enter a new era.
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The rise of Techsumer: B2B buyers have consumer expectations
The lines between B2B and B2C are blurring. The next generation of B2B buyers brings the same expectations into their professional lives. They demand personalized interactions and seamless experiences. This new generation of “techsumers” has higher expectations of getting what they want when, where and how they want it.
B2B companies must prioritize customer experience, deliver value quickly, and proactively manage their online reputation. Marketing teams now have to do a lot more work than ever before in the sales funnel and also work closely with product teams.
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Customer-centric digital experience has disrupted GTM functional roles
The shift from linear, sales-focused models to customer-focused engagements, enabled by AI and more advanced technologies, is disrupting the siled functional paradigms companies have held strongly for decades when it comes to marketing, sales and customer success.
The focus has shifted from creating top-of-funnel marketing in traditional models to cultivating long-term relationships across a complex web of interconnected touchpoints. This breaks down silos and disrupts traditional roles within organizations. Companies that can quickly reimagine and reorganize functional responsibilities in these terms will win by adopting new AI technologies.
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The Power of Brand Positioning in B2B: Differentiation Beyond Technology
For too long, a misconception has persisted that branding is irrelevant in the B2B world. But this is a dangerous assumption. In today’s crowded software market, where companies often seem to offer similar products or services, a strong, strategic brand position is more essential than ever.
As B2B technical buyers act more like consumers, there is much to learn from B2C and apply when it comes to the direct correlation between improving share of voice (SOV) that drives growth rate and market share – a concept that B2B software companies have traditionally resisted.
Additionally, most brand positioning tends to be done only at the product level, which is irrelevant in today’s customer experience-driven journey. Companies that position themselves strongly at the enterprise level will be more successful in this new wave, as overall customer experience is often a key differentiator when there is product parity.
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Marketing is a complex system: it’s an investment, not a cost center
The outdated vending machine marketing paradigm (invest money, get leads) is no longer enough. Modern marketing is now a complex “always on” system and requires strategic direction and precise execution. With new technologies and tools, as well as a complex network of interconnected customer and buyer touchpoints, there are more ways than ever to spend money and waste time. Marketing can no longer afford to do without strategy, and investments must be guided and prioritized based on conversion points in the customer journey. This is not an orientation to a sales funnel; it is an orientation towards the customer journey.
Additionally, because modern marketing is “always on” digitally, it is no longer possible to have the luxury of cutting costs when times are tough. Marketing should be viewed as a strategic investment, not a cost center, and it should have a focused strategy to implement, not just a set of activities and tactics.
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The CMO redefined: from tactician to strategic growth engine
The role of the CMO has expanded significantly with new AI-driven tools powering this new phase of digital transformation. Today’s CMO must be a data-driven strategist, technology expert, and customer champion. CEOs must embrace the idea that marketing, sales and customer success roles are converging and reinvent their GTM model to meet the demands of the next generation of B2B technology users. The answer is not to outsource marketing to a CRO function; it’s about rethinking the entire movement to fit a customer-led journey, from the outside in.
It’s time to empower CMOs to better function as strategic partners, capable of driving growth and creating lasting value.
Holly Rollo is a former CMO and founder of Surge Strategies, a strategic marketing consulting firm that helps B2B software CEOs drive growth and scale.
