B2B DESIGN & PRODUCTION STUDIO

In B2B, the final decision usually sits with a CMO or CTO. Of course, everyone knows that. What matters more though, is that they are almost never the first person engaging with you. They are not the ones booking the demo. They're not the ones reading your site in detail. And they're not taking hours to compare options side by side. That work happens earlier, inside their team, exploring the market and narrowing things down. A shortlist is formed before leadership is involved at all, and so by the time a decision maker sees you, the shape of the decision has already been set.

The real sale happens before you are involved

Altough the people doing the early evaluation are not the buyer, they do then control access to the buyer. They decide what gets discussed internally and how it is framed. So when they bring an option forward, they are the ones explaining what it is, why it is relevant, and how it compares to alternatives.

In effect, they are your internal sales advocate.

At that point, your website, decks, and materials stop being “marketing” in the usual sense. They become source material. They are skimmed, forwarded, lifted from, and paraphrased. The language you use is the language that gets reused. The emphasis you place is the emphasis that carries through.

If that material is built only with the final decision maker in mind, it often fails the people who need it first. Not because it is wrong, but because it does not help them do their job, which is to advocate for you clearly and competently.

It is not just about attracting interest or signalling credibility. It's about supporting internal conversations you will never hear.

Marketing as internal sales enablement

This shifts how B2B marketing should be thought about. It is not just about attracting interest or signalling credibility. It's about supporting internal conversations you will never hear. The job is to give teams enough to work with so they can explain you accurately, and move you forward without loss in translation.

That does not require cleverness or heavy messaging, but being conscious of how your story will travel when you are not there to tell it. What can be easily picked up and passed on is what survives the process.

Long B2B sales cycles are shaped upstream. If your marketing helps teams do the early selling for you, you are far more likely to be the option that reaches the decision maker in the first place.

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Great branding can only be built on strategic clarity: knowing why you exist, who you are for, and how you want to show up. That clarity cannot be left to find it's own way – it has to be built top-down, with intention. Brand sprint workshops create a space where all stakeholders are present, and the big questions get answered in real time. Often for the first time, people hear each other’s perspectives – friction can often be part of the process – debate hard truths, and resolve the differences that would otherwise resurface later. Clarity and team alignment is key, and for that reason it's how we start all our branding work at Otherfolk®.

When you're appointing stakeholders, be clear on exactly why they're there beyond an additional opinion, and what unique view they bring to the table.

Who Needs to Be There?

Your agency/studio, and key decision-makers: founders, senior leadership, marketing leads, and anyone else with a stake in the brand. If someone is missing, decisions made in the sprint risk being undone once they weigh in. That said, it's important to keep the stakeholder group small – like any project, too many voices risk pulling the project apart, and creating more noise than neccesary. So when you're appointing stakeholders, be clear on exactly why they're there beyond an additional opinion, and what unique view they bring to the table. Attendance is non-negotiable for this group – it only works if the people who will see the project through is present to avoid suprises later on. Also: no devices, no distractions.

What Happens in a Brand Sprint Workshop?

The workshop runs through a series of structured exercises over the course of approximately three hours (with breaks). Each exercise exists for a reason:

1. The Five-Year Roadmap: This forces the team to think beyond today’s targets. Where does the brand need to be in two, three, or five years? What needs to be true in order for those targets to be met? Is it the same brand, products, or something different? This exercise sets ambition and ensures the brand is built with the future in mind, not just the present quarter.

2. Why / What / How: Starting with why you exist as a business defines the brand’s reason to exist beyond revenue. What problem are you here to solve for your customers? What impact do you want to have? What do you offer? How is that delivered? Are these clear and differential?

3. Values: Every brand claims to have values. A brand sprint cuts the list down to the three that genuinely guide behaviour. This makes them usable in practice, rather than wallpaper.

4. Audiences: You can't be everything to everyone. This exercise forces prioritisation. Who are the three groups that matter most? Decisions get sharper when you are clear who you are talking to.

5. Personality: Is the brand playful or serious? Modern or classic? Bold or understated? These simple scales spark debate and create agreement on tone and style.

6. Competitive Landscape: By mapping competitors, you see not just who you are up against but also where the gaps are. It is a visual way to decide where your brand should sit, and where it shouldn't.

Each exercise pushes the team to make choices, often tough ones. The point is not to avoid disagreement but to use it productively.

Summary

A brand sprint is three hours of focus that can save three months of drift. It gives you clarity, direction, and alignment, and it does it in a way that energises teams rather than drains them. The outcome is a clear foundation for brand development, websites, and content that everyone has a hand in shaping. If you're kicking off brand work, there is no better way to start.

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