Opinions expressed by Entrepreneur contributors are their own. If the right buyers are seeing your marketing but not responding, the problem usually comes down to one of four things: You’re targeting too broadly, talking about the wrong problem, failing to build enough confidence or answering questions your buyers aren’t actually asking. The temptation is to fix the problem by publishing more content, increasing ad spend, changing channels or rewriting the homepage. Any of those might help, but they are only possibilities.
Before choosing one, you need to understand why the people you want to reach aren’t paying attention or taking action. So if your target buyers aren’t responding, I would first look at whether your core marketing assumptions about your audience and their problems are actually correct. One of the easiest ways to weaken B2B marketing is to define the audience correctly on paper but too broadly in practice. Imagine you sell software to agencies.
Your ICP might say: “Digital agencies with 2-50 employees.” That sounds specific until you consider how different those agencies can be. A two-person creative shop running three fixed-fee projects has different problems from a 20-person development agency managing time-and-materials work across multiple currencies. Both technically fit the ICP, but the urgency, workflow and buying triggers may be completely different. This is something I’ve run into while I’ve interviewed potential customers for SaaS companies.
The most useful segmentation often appears when you stop asking, “Who could use this?” and start asking, “Under what circumstances does this problem become painful enough that someone wants to solve it?” That question can change your targeting. Instead of marketing to “agencies,” you might discover the strongest audience is agencies that have recently added employees, manage several billing models or spend hours reconciling project work with invoices. When buyers don’t respond, investigate whether your marketing is aimed at everyone who could theoretically use the product rather than the smaller group experiencing enough pain to care right now. Companies know their products extremely well, which creates an unusual disadvantage: They naturally communicate from the inside out.
They talk about: AI-powered workflows, unified or “all-in-one” platforms, automations, integrations, dashboards, collaboration, visibility, etc. Buyers tend to think differently. They think: The messaging matters because buyers first need to recognize their situation before they care about your solution. One useful test is to show your homepage to a handful of right-fit prospects and ask them what they believe the product does, who they think it is for and what problem they expect it to solve.
Then listen carefully to the words they use. If they consistently describe the problem differently than you do, that gap is worth fixing. In a messaging project I worked on for an SEO service, customer conversations surfaced several growth opportunities because we could compare what the company emphasized with what prospects and customers actually cared about. The point of the interviews wasn’t to ask people to write the homepage for us.
It was to understand the decision-making context well enough to write better marketing ourselves. Clarity and persuasion are related, but they aren’t the same. A buyer can understand exactly what your product does and still decide not to move forward. That happens because buying B2B software involves risk.
Your marketing has to reduce those uncertainties. That is why proof becomes more valuable as the commitment grows. A testimonial saying a product is “amazing” provides some reassurance, but a detailed example showing how a company similar to the buyer solved the same problem is much stronger. A good case study helps the buyer answer: When response is low, look beyond the headline and CTA.
The issue may be that the buyer understands your promise but doesn’t yet believe it strongly enough. There is a subtle difference between content that explains what a company wants to say and content that helps a buyer make progress. Companies want to explain: Why our integrated solution is better. Buyers want to know: Is this actually the right solution for my situation, workflow and priorities?
Companies want to explain: What the product can do. Buyers want to know: What would my day-to-day look like if this actually worked? Companies want to explain: Our AI capabilities and time-savings. Buyers may want to know: Will AI actually save my team enough time to justify changing how we work?
This is one reason customer interviews can become such a useful source of content strategy. Those may seem like customer-research findings. They’re actually potential landing pages, articles, videos, sales enablement materials and campaign themes. If I were diagnosing this problem for a B2B SaaS company, I would avoid starting with a giant marketing audit.
I’d start with five to ten conversations with the right people. Find people who fit the target audience but have different relationships with the company: some who have never heard of you, some who visited the website, some who started a trial or requested a demo, and, if possible, some who evaluated the product but chose not to buy. You want to understand what was happening before they encountered your company, what triggered them to look for something different, which solutions they considered, what information mattered, what caught their attention, what created doubt and what eventually caused them to move forward or stop. After the interviews, look across them.
One person disliking your headline is an opinion. Six of eight right-fit buyers misunderstanding your value proposition is a pattern. In research I’ve conducted with SaaS customers and prospects, some of the most useful conclusions have come from comparing audiences. For example, interviews with failed trial users can reveal onboarding friction and product blockers, while interviews with right-fit prospects can reveal problems with targeting and messaging.
Together, those perspectives help distinguish an acquisition problem from a conversion problem instead of treating everything as “marketing.” When target buyers stop responding, the natural reaction is to make more marketing. More ads. More posts. More emails.
More content. Instead, start by talking to your customers. Your analytics can show you where buyers stop responding. Talking to them can help you understand why.
Once you know why, deciding what to change becomes much easier. If the right buyers are seeing your marketing but not responding, the problem usually comes down to one of four things: You’re targeting too broadly, talking about the wrong problem, failing to build enough confidence or answering questions your buyers aren’t actually asking. The temptation is to fix the problem by publishing more content, increasing ad spend, changing channels or rewriting the homepage. Any of those might help, but they are only possibilities.
Before choosing one, you need to understand why the people you want to reach aren’t paying attention or taking action. So if your target buyers aren’t responding, I would first look at whether your core marketing assumptions about your audience and their problems are actually correct.
