Introduction

Profiling in B2B marketing is the practice of defining and understanding the companies and people that make up your target market. But why bother in the first place? Well, according to research conducted by HubSpot, 94% of marketers say that offering a personalised experience increases sales, yet only 35% deliver on it!¹ So, it simply makes sense.

As established earlier, unlike B2C purchases, B2B deals often involve multiple stakeholders, longer sales cycles, and complex needs. Effective profiling helps you identify who your ideal customers are, what they need, and how they make decisions.

But it’s often overlooked because it’s difficult and does not contribute directly to ‘driving pipeline’. So, spending time on research and profiling gives you the competitive advantage!

This section covers the key theoretical concepts to develop your Ideal Customer Profile (ICP), Buying Committee, and Buyer Personas — including practical steps, recommended best practices and pitfalls to avoid.

Industry-Specific Considerations

While the fundamentals of profiling apply across industries, there are nuances to keep in mind for different types of B2B businesses. A Software-as-a-Service (SaaS) company might profile customers differently than a manufacturer of physical products or a service-based firm.

SaaS

SaaS: Profiling for Growth and Retention

SaaS businesses thrive on recurring revenue and fast growth, so their profiling often emphasises technology adoption and customer lifetime value.

Key Considerations:

• Tech Stack & Cloud Adoption: Prospects' existing technology and openness to cloud solutions matter. A company still reliant on legacy systems may not be a great fit for modern SaaS.²
• Behavioural Indicators: Actions like trial usage or website visits can predict conversion.
• Buying Committees: Deals often involve both IT teams (who assess integration & security) and business leaders (who evaluate efficiency & ROI).
• User vs. Buyer Personas:³
  • User Persona: e.g., a Marketing Specialist concerned with ease of use.
  • Buyer Persona: e.g., a CMO focused on results and cost.
• Churn Risk Awareness: Ideal profiles focus on customers with a clear long-term need to reduce churn.
• Market Evolution: SaaS companies operate in fast-changing markets, so frequent persona updates are crucial.
• Common Pitfall: Don’t confuse the user (daily operator) with the buyer (decision-maker). Marketing must address both.

Product-Based

Manufacturing & Hardware: Profiling for Long Sales Cycles & ROI

Companies selling physical products often deal with longer sales cycles, high transaction values, and a strong focus on quality and ROI.

Key Considerations:

• Industry & Use-Case Segmentation:
  • Example: If selling industrial machinery, segment by factory type or production volume.
• Buying Committees:
  • Engineering Managers: Evaluate reliability & compliance.
  • Plant Managers: Consider throughput & downtime.
  • Finance Teams: Scrutinise cost & payback period.
• Demographics: Typically older, more experienced decision-makers.
• Segmentation by Price Sensitivity vs. Quality Focus:
  • Some clients prioritise low cost.
  • Others focus on premium quality & brand reputation.
• Regulatory & Compliance Needs:
  • A pharmaceutical manufacturer has vastly different compliance concerns than an auto parts maker.
• After-Sales Support & Partnerships:
  • Some customers prioritise vendors with strong service agreements.

Service-Based

Service-Based Businesses: Profiling for Relationships & Trust

B2B services (like consulting, agencies, and SaaS-as-a-service) depend on relationships and expertise rather than physical products.

Key Considerations:

• Trust, Culture Fit & Collaboration Willingness:
  • ICPs should include qualitative traits like “values strategic partnership”.
• Segmentation by Need State or Maturity:
  • Example: An IT consulting firm might differentiate between 'companies with no IT staff' vs. 'companies with an IT team needing augmentation'.
• Buying Committees:
  • Business Leaders: Care about ROI and strategic outcomes.
  • Department Heads: Focus on day-to-day impact.
• Industry-Specific Credibility:
  • Example: An HR Director seeking training services prioritises vendor experience in employee development.
• Psychographics: Service vs. Partnership-Oriented Clients:
  • Service-Focused Clients: Prioritise strong support post-sale.
  • Partnership-Focused Clients: Seek vendors aligned with their growth strategy.
• Referral Networks & Reputation:
  • Word-of-mouth matters immensely in service businesses.
• Messaging Strategy:
  • Service firms should highlight compatibility and mutual values beyond just transactional aspects.

Understanding industry-specific nuances in profiling is critical to aligning your marketing, sales, and retention strategies. Whether you’re dealing with SaaS buyers who value innovation, product buyers who seek ROI-driven decisions, or service clients looking for trusted partners, tailoring your profiling can help you attract and convert the right customers more effectively.

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Footnotes

Footnotes

1. How to Create Detailed Buyer Personas for Your Business, HubSpot ↩

2. B2B Customer Segmentation: What It Is + Best Methods, Twilio Segment ↩

3. What Are SaaS Buyer Personas?, Delve.ai ↩