Today, we’re thrilled to sit down with Milena Traikovich, a renowned expert in demand generation who has dedicated her career to helping businesses craft impactful campaigns that nurture high-quality leads. With her deep expertise in analytics, performance optimization, and lead generation strategies, Milena offers invaluable insights into the evolving landscape of B2B marketing. In this conversation, we dive into the concept of ‘Buyability,’ explore how it reshapes traditional marketing approaches, and discuss the emotional and relational aspects of B2B decision-making. From building trust within buying groups to understanding the influence of hidden buyers, Milena sheds light on how marketers can drive real business growth by becoming the safe, trusted choice.
How would you define ‘Buyability’ in the context of B2B marketing, and what makes it stand out from more familiar concepts like brand awareness?
Buyability is really about becoming the obvious choice for a buying group within a company, not just an individual decision-maker. It goes beyond brand awareness, which often focuses on visibility, or even demand generation, which is about sparking interest. Buyability is centered on creating a sense of safety and trust so that when a group evaluates options, they feel confident choosing you. It’s a game-changer because it shifts the focus from short-term wins, like clicks or leads, to long-term relational value. In B2B, purchases are high-stakes, and no one wants to risk their reputation on an unknown. Buyability ensures you’re seen as the reliable, credible option right from the start.
What are some of the pitfalls of applying B2C marketing mindsets to B2B, and how does that impact strategy?
B2C marketing often hinges on emotional triggers and individual impulses—think flashy ads or limited-time offers that push a quick sale. In B2B, that approach falls flat because you’re not dealing with a single buyer but a group with diverse priorities. B2C strategies tend to focus on the ‘wow’ factor, but B2B buyers need consensus and justification over excitement. Applying a B2C lens can lead to campaigns that feel superficial or irrelevant to a corporate audience. Instead, B2B marketers need to build strategies around shared confidence and organizational needs, addressing multiple stakeholders with messaging that resonates across departments.
Can you explain the idea of ‘collective confidence’ in buying groups and how marketers can cultivate it?
Collective confidence is the shared assurance within a buying group that choosing a particular vendor is the right decision. It’s about everyone—from the technical lead to the finance officer—feeling secure in the choice. In practice, this means marketers need to provide consistent messaging that addresses each stakeholder’s concerns, whether it’s ROI for finance or usability for end-users. You build this confidence through social proof, like case studies from similar companies, and by being visible early in the decision-making process. If one member of the group hasn’t heard of you, doubt creeps in. So, it’s about creating familiarity and trust across the board, ensuring no one feels like they’re taking a gamble.
The term ‘category fame’ has come up as a key factor in B2B success. Can you break down what that means and how it differs from general brand recognition?
Category fame is about being recognized as a leading, credible player within a specific industry or solution space, not just being a household name. General brand recognition might mean people know your logo or tagline, but category fame means buyers in your niche see you as the go-to expert. For example, a software company isn’t just known for software—it’s known for solving specific pain points in, say, healthcare or logistics. This kind of fame builds trust because it signals deep expertise. It’s more targeted and meaningful in B2B, where buyers are looking for specialized solutions, not just a big name.
How can a B2B company position itself to not just be known, but to be ‘bought,’ as a trusted choice?
Being ‘bought’ means you’re the option that feels safe and relatable to the buying group. Trust is the foundation here—buyers need to believe you’ll deliver on promises and won’t leave them exposed to risk. Relatability comes from showing you understand their industry and challenges, often through tailored content or peer validation like testimonials. It’s also about consistency; every touchpoint, from your website to your sales pitch, should reinforce that you’re a dependable partner. When buyers see that companies like theirs trust you, they’re more likely to choose you over a competitor, even if you’re not the cheapest.
Why are ‘hidden buyers’ from departments like legal or HR so critical in the B2B buying process, and how do their needs differ from traditional decision-makers?
Hidden buyers are often the gatekeepers who can make or break a deal, even if they’re not the primary users of a product. Someone from legal might focus on compliance risks, while HR could prioritize cultural fit or employee impact. Unlike traditional decision-makers, who might focus on features or performance, these hidden buyers are looking for reassurance that you’re a low-risk partner. They want to know you’ve worked with similar organizations and that there won’t be headaches down the line. Their influence is huge because they can veto a decision based on factors unrelated to the product itself, so ignoring them is a big mistake.
What’s the best way for marketers to connect with these hidden buyers who might not respond to typical product-focused messaging?
To reach hidden buyers, you need to shift away from product specs and focus on trust-building narratives. This means creating content that speaks to their specific concerns—think whitepapers on data security for legal teams or case studies showing successful implementations for procurement. It’s also about being visible in the places they look for information, like industry forums or through peer recommendations. Personalization is key; tailor your messaging to show you understand their role and the stakes they face. Building that rapport early ensures they see you as a safe bet, even if they’re not the ones using your solution day-to-day.
Looking ahead, what’s your forecast for how the concept of Buyability will shape the future of B2B marketing?
I believe Buyability will become the north star for B2B marketers over the next few years. As companies recognize that B2B buying is inherently a group decision, we’ll see a shift from transactional tactics to relational strategies. Marketers will invest more in building category fame and trust across diverse stakeholders, rather than just chasing leads. There’ll also be a bigger emphasis on emotional drivers—understanding that even in B2B, decisions are influenced by confidence and relatability, not just logic. Ultimately, Buyability will push B2B marketing to be more strategic and human-centered, aligning brand and demand efforts to create lasting business impact.
