A different buyer. A different motion.

The B2B division inside a consumer company sells to a committee on a considered purchase, but the budgets, playbooks, and attention all point the other way. We build the targeting, motion, and operating model the B2B side actually needs.

What’s different here

It’s not a smaller brand. It’s a different business.

Reach, awareness, and a short funnel win the consumer customer. They do almost nothing for a buying committee weighing a considered purchase over months. The B2B team that wins is the one that stops borrowing the consumer playbook, names its own buyer, and earns the internal mandate to run a motion built for that buyer.

The buying dynamics

Fighting on two fronts.

  • A buyer the company isn’t built for

    The consumer customer is bought in seconds on emotion and reach. The B2B buyer is a committee running a considered, months-long evaluation. The two have almost nothing in common, yet the org chart, the data, and the agency roster are all wired for the consumer.

  • A motion that gets the leftovers

    Budget, headcount, and leadership attention default to the consumer brand because that is where the volume is. The B2B motion is treated as secondary, so it runs underfunded and under-instrumented even when it carries real margin.

  • A team fighting on two fronts

    The B2B team has to win external pipeline and internal recognition at the same time. Before it can ask for the budget to grow, it has to prove to its own company that the B2B motion deserves a playbook of its own.

Where to go deeper

Give the B2B motion its own footing.

Most engagements start with the sharpest gap and pull in the rest as the motion earns its mandate.

Proof B2B division inside a consumer brand
61% growth in qualified B2B pipeline once the motion ran on its own playbook.

The B2B team was running on the consumer brand’s reach-and-awareness instincts and stalling against a committee that wanted substance. We defined the B2B buyer separately, built a go-to-market motion sized for a considered purchase, and gave leadership the numbers to fund it as its own line of business.

For the first time, the company sees our buyer as a different buyer, and funds us like one.
Proof to be confirmed Read the case study
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