You know your B2B brand matters. But securing the budget to invest in it? That’s another matter.

According to Marketing Week’s State of Brand in B2B research, 45% of B2B marketers said they struggled to secure investment in brand building. For many, the challenge is demonstrating its value beyond short-term marketing results.

Sound familiar?

Perhaps you know your brand needs attention, but convincing your CEO or CFO to release the budget is proving tricky. Particularly when other activities promise more immediate, measurable results.

The key is to change the conversation. Rather than focusing on what you want to change about your brand, demonstrate why investment may be needed, what it could achieve for the business and how you’ll assess its impact.

Here’s how to make that case.

Is it time to invest in your B2B brand?

Before asking for investment, it’s worth considering whether your brand is doing everything it should for your business.

There are several signs that it might need attention:

• ‍Your positioning no longer reflects your business. Perhaps you’ve entered new markets, expanded your services or changed strategic direction, but your brand hasn’t kept pace.‍
• You’re struggling to stand out. Customers find it difficult to distinguish your business from competitors or understand why they should choose you.‍
• Your messaging is inconsistent. Different teams, departments or channels are telling different stories about who you are and what you offer.‍
• Your brand no longer connects with your audience. Customer feedback or market research suggests a disconnect between how you want to be perceived and how people actually see you.

Of course, recognising a problem doesn’t automatically mean you need a complete rebrand.

You might need to revisit your positioning, sharpen your messaging, refresh your visual identity or rethink your brand strategy. The important thing is to establish what’s holding your business back before deciding what needs to change.

Why brand building is a commercial investment

It’s easy for brand development to be viewed as a marketing expense, particularly when the proposed changes involve something visible, like a new identity or website.

But the commercial value of a strong brand goes much further.

In B2B markets, where purchasing decisions can involve multiple stakeholders and lengthy sales cycles, familiarity and trust matter. Your brand can help establish both, long before a potential customer speaks to your sales team.

It can also make your business easier to recognise, understand and remember, helping you compete on more than price alone.

And brand building doesn’t have to come at the expense of demand generation or performance marketing. A recognisable, credible brand can support those activities, giving potential customers greater confidence when they’re ready to engage.

The challenge is making these potential benefits relevant to the people approving your budget.

Speak the language of your CEO and CFO

Your leadership team might recognise the importance of branding, but that doesn’t mean they’ll immediately see the value in investing more.

Marketing Week’s research found that 39% of B2B marketers believe securing brand investment would be easier if their CEO and CFO had a better understanding of brand building.

So, put yourself in their shoes.

Your CEO is likely to be thinking about growth, competitive advantage, market positioning and future opportunities. How could a stronger brand help the business achieve its strategic ambitions?

Your CFO, meanwhile, will want to understand the investment required, the expected benefits, how progress will be measured and the risks involved.

Neither is likely to be persuaded simply because your logo looks dated or your website needs a makeover.

Instead of saying:

Our brand is looking tired. We need to refresh it.

Try:

Our current positioning no longer reflects the markets we’re targeting or clearly communicates what makes us different. Addressing this could help us compete more effectively and support our growth plans.

If the scale of the problem isn’t yet clear, your initial proposal might be for research and strategic discovery to establish what needs to change, why and what the options would cost.

Build your business case with evidence

Once you’ve identified where your brand might be falling short, it’s time to turn your observations into a convincing proposal.

Assess your current brand

Start with what you already know. What do your customers think about your business? What does your sales team hear from prospects? How do you compare with competitors? Are there signs that your positioning or messaging is no longer working as it should?

You may have enough evidence to identify a clear problem. In other cases, further research or a brand audit may be needed to understand what’s happening and determine the right response.

The aim isn’t simply to identify what could be improved. It’s to understand where shortcomings might be affecting your ability to attract, engage or retain customers.

Connect investment to business priorities

Now consider how addressing those weaknesses could support the organisation’s wider goals.

Perhaps you’re planning to enter a new market but lack a clear point of difference. Maybe you’re introducing new products that don’t sit comfortably within your existing brand architecture. Or perhaps an acquisition has left you with multiple identities and an inconsistent customer experience.

Whatever the challenge, make the connection between the proposed investment and a recognised business priority.

The stronger that connection, the easier it becomes to justify the expenditure.

Present a proportionate plan

You don’t necessarily need to arrive at the budget meeting with a fully developed creative brief. But you should be able to explain what you believe needs addressing and why.

Outline the potential options, from targeted improvements to more substantial strategic work, alongside indicative costs, resources and timescales.

And consider the cost of doing nothing. Could unclear positioning make it harder to enter new markets? Might inconsistent messaging continue to undermine your sales efforts?

Be realistic rather than alarmist. A credible assessment of the risks, alternatives and potential benefits will be more persuasive than an argument that everything needs changing.

How to measure the effectiveness of brand investment

One of the biggest obstacles to securing brand investment is demonstrating its impact.

Brand building rarely produces results that can be neatly attributed to a single activity or measured over a few weeks.

But that doesn’t mean it can’t, or shouldn’t, be measured.

Start by establishing a baseline and agreeing what success should look like. Depending on your objectives, relevant measures might include:

• Brand awareness, recognition and recall among target audiences.
• Customer perceptions of your credibility, relevance and differentiation.
• Brand consideration and preference.
• Branded search activity and engagement from target accounts.
• Longer-term trends in pipeline quality, customer acquisition and sales performance.

These indicators won’t necessarily prove that brand investment caused a particular commercial outcome. But, monitored consistently and interpreted alongside other business and marketing activity, they can help demonstrate progress.

It’s also important to agree realistic timescales. Brand building and shorter-term demand generation have different roles, and measuring them should reflect that.

Your brand investment checklist: what to take into the budget meeting

Before presenting your proposal, make sure you can answer these seven questions:

• What business challenge are we trying to solve?
• What evidence suggests our brand needs attention?
• How would addressing the problem support our commercial objectives?
• What do we need to invest in now and what options should we consider next?
• What are the likely costs, resources and timescales?
• What are the potential consequences of doing nothing?
• How will we measure progress and evaluate success?

You don’t need definitive answers to everything at the outset. But being clear about what you know, what needs further investigation and what you’re proposing to do next will help build confidence in your recommendation.

Make the case for progress, not change for change’s sake

Securing brand investment isn’t about convincing your leadership team to spend more on marketing. It’s about showing how the right investment could help your business move forward.

That’s where the right strategic partner can help.

At Proctor + Stevenson, we can help you identify your brand challenges, define your positioning and strategy, and develop creative solutions that support your commercial ambitions.

Get in touch at [email protected] to discuss how your brand could work harder for your business.

Source: Marketing Week, The State of Brand in B2B: 5 Defining Stats (2026). Survey of 300 B2B marketers.

About Proctor + Stevenson

From tackling your marketing painpoints to delivering global brand strategies, Proctor + Stevenson is the B2B marketing specialist that says YES to your commercial challenges.