Reading Tip | 2727 words, estimated reading time 8 minutes
Author: Zhang Jiao Jiao
The fifth revision of the solution PPT has been sent back again, and 69% of the quarterly marketing budget has been consumed, but the backend data shows that effective leads entering the sales funnel are less than 15%.
This scenario may be the daily routine of most B-end marketers: daily filled with CRM data entry, cross-departmental demand coordination, industry summit preparation, white paper and case production, yet always falling into the dilemma of “busy ≠ effective” during quarterly reviews.
While traditional B-end marketing still relies on the combination of “offline seminars + lengthy white papers,” the rise of Feishu and Figma has opened up new possibilities—
Feishu has created a product marketing matrix of “multi-dimensional tables + OKR tools + knowledge base,” allowing enterprise customers to spontaneously complete the conversion from awareness to payment during the trial process; Figma has replaced traditional software demonstrations with “designer communities + real-time collaborative demos,” significantly increasing enterprise user penetration and successfully going public, igniting the IPO market.
The commonality of these two cases is that they reconstruct the decision-making path of B-end customers using the user experience logic of C-end products.
Of course, this breakthrough is largely due to the fact that their products inherently possess strong C-end attributes—smooth user experience, clear value perception, and naturally suitable for the PLG (Product-Led Growth) model.
However, for most traditional B-end products (such as heavy machinery, ERP systems), they often lack this “innate advantage,” and their core pain points are:
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Long and complex decision chains: differing needs among users, influencers, and decision-makers;
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Abstract value is hard to perceive: “improving efficiency by XX%” is less intuitive than “earning XX more”;
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Professional jargon builds high walls: customers do not understand, and even the most advanced technology is hard to be recognized;
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High product experience threshold: difficult to allow users to independently experience core value quickly and at low cost.
This is precisely where we need to learn from the C-end—
to dismantle the “professional barriers” of B-end marketing in a more human-centric way, making complex business value perceivable, accessible, and experiential.
Even if the product itself does not possess the C-end genes like Feishu, we can still learn from its “human-centered” underlying logic.
1. Speak Human Language—Turn Cold Parameters into Real Stories
Replace “function specifications” with “emotional solutions”
Have you noticed that those C-end ads that make you want to share rarely pile up parameters? When Yuanqi Forest hides “0 sugar 0 calories” in the life scenes of young people who want to be slim while lying flat, and when Jiang Xiaobai hits the soft spot of night owls with the phrase “Life has no antidote, but there are painkillers”—these successful cases all tell the same truth:
Users are not buying products; they are buying emotional solutions.
Insights for B-end marketing:
C-end marketing excels at transforming complex concepts into user-friendly language. B-end marketing also needs this “translation ability”—B-end decision-makers may focus more on rationality, but beneath the “rational” shell lies an emotional switch. Procurement managers do not want to be complained about system lag by colleagues, business directors desire to prove their foresight with digital results, and CEOs need to find security for investment decisions from the board.
B-end marketing does not need to become more professional; it needs to become more “unprofessional”—peeling away the shell of obscure terminology and using the simplest language to reach the heart. Transforming “enterprise-level SaaS solutions” into “an intelligent tool that improves financial report generation efficiency by 80%” and interpreting “multi-modal data analysis” as “a navigation system that helps decision-makers see the overall business picture in 3 minutes.”
This does not weaken professionalism but conveys it in a more advanced way—because users will always pay for “understanding me,” not for “understanding technology.”
▶️ Implementation Self-Check: Through the “Front Desk Assistant Testing Method”
After you finish writing a piece of copy, ask a non-technical colleague (such as from administration or finance) to read it. If they cannot answer “What problem can this product solve for me?” within 5 seconds, it indicates that you are still trapped in the technical self-indulgence trap.
2. Learn to “Circle the Wagons”—Hook Accurately in Target Fishing Ponds
Say goodbye to “casting a wide net” and create “chance encounters” in the customer’s home ground
C-end marketing has long entered the era of stock competition, moving away from casting a wide net, and instead, precisely penetrating user gathering circles like water seeping into soil. The early rise of Luckin Coffee is a classic example: it did not choose to blanket advertise across all platforms but instead precisely targeted three major scenarios where college students gather—Weibo topics, campus communities, and offline canteens for penetration operations.
Insights for B-end marketing:
The “breakthrough point” for B-end marketing is not about how much content there is, but whether key roles can see the “right content at the right time on the right platform.” Precise profiling determines “where to hit,” and platform ecology determines “what weapons to use,” with the dynamic matching of the two being the core password to reach key people.
While B-end marketers are still entangled in “Should we attend industry summits?” and “Who should we send the white paper to?” it is better to first consider three questions:
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Where does your customer group most often engage in vertical communities? (e.g., GitHub, LinkedIn, industry vertical media communities)
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What kind of industry content do they share in their social circles?
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Which KOLs can make them lower their guard?
Just as Luckin would not promote its coconut latte in elderly square dance groups, B-end marketing also needs to find its own “office coffee corner,” using the right content to open the right circles.
▶️ The successful strategy of the marketing automation tool MarketUP perfectly illustrates the triangular matching model of precise profiling × platform ecology adaptation × scenario-based content:
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Precise profiling: Clearly define the target customer (e.g., marketing director in manufacturing) “information acquisition habits” (reading industry reports), “decision concerns” (ROI), and “trust sources” (peer cases).
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Platform adaptation: Understand the “content survival rules” of the platform—GitHub requires technical depth, LinkedIn requires industry insights, Douyin requires visual impact.
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Scenario-based content: Embed product value into the actual work scenarios of target roles (e.g., developers’ “interface testing scenarios,” CEOs’ “cost reduction and efficiency increase scenarios”), turning content from “advertisement” into “solution.”
3. Learn “Zero-Threshold Experience”—Stuff Value into Customers’ Pockets
Use “risk-averse” experiences to dismantle the long decision chain of B-end
The essence of C-end: risk-averse experience design
When you download a new app from the app store, do you prioritize products labeled “7-day free trial” or “experience without registration”? This hides the core password of C-end products—risk-averse experience design. Taobao’s “7-day no reason return” and video platforms’ “first month membership for 1 yuan” are not persuading you how good the product is, but eliminating your concerns about “what loss is there in trying.”
When users perceive that “even if dissatisfied, the time/money/energy cost is almost zero,” decision resistance will significantly decrease.
Insights for B-end marketing:
B-end users also need a “risk buffer zone.” When enterprise decision-makers can verify product value at minimal cost, the link from initial contact to final signing will be significantly shortened. We can:
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Reduce initial costs: Provide interactive demos without registration (like Figma), allowing customers to quickly understand core value.
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Split decision units: Break down “annual procurement” into “quarterly trial + on-demand expansion,” reducing one-time decision pressure.
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Strengthen certainty feedback: Provide “implementation progress dashboards” and “effect prediction models” to help users clearly perceive the return cycle on investment.
▶️ Key Metrics: Quantify the Speed of Achieving “Aha! Moments”
The “Aha! Moment” is the instant when users first clearly perceive the product’s value. We should track and optimize this time as much as possible:
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Traditional model: Average 72 hours (requires registration/training/data configuration)
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Optimization goal: Compress to within 10 minutes (no registration demo + scenario-based guidance)
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Monitoring method: Track key events such as “completing core function operations” through behavioral data.
Returning to humanity is the greatest professionalism in B-end marketing
No matter To B or To C, the essence is To People. Ultimately, it is about clearly explaining “what this thing is useful for you” and “why choose me.”
Of course, B-end customer acquisition is a systematic project, emphasizing “is the value hard enough,” “is the trust deep enough,” and “is the efficiency high enough,” and it is necessary to accurately find and serve every key role in the decision chain.
Returning to the B-end marketing dilemma mentioned at the beginning: when we are trapped in the anxiety of “no one is watching the content” and “low lead conversion rates,” perhaps we should stop and think: have we truly entered the customer’s world?
Those marketing tools revered as standards (SEO, industry reports, offline summits) are ultimately just “pipes” for delivering value, while the “value content” flowing through the pipes is the core of breaking the deadlock.