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Using marketing automation effectively in B2B

Putting it into context, simplifying it, and integrating it effectively

Marketing automation has been seen as a beacon of hope in B2B for years. Automated processes, personalized communication, and more efficient lead management promise relief and better results. In practice, however, impact often falls short of expectations. Systems are implemented, workflows set up—yet in the end, only a fraction of their potential is actually used.

The reason is rarely the software itself. In B2B, marketing automation usually fails due to a lack of clarity around target groups, lead definitions, and processes. Without a solid concept for demand and lead development, automation remains a technical framework with little substance. Newsletters and invitations can be automated—true relevance cannot.

That’s why we do not view marketing automation as a standalone solution, but as a supporting element within well-functioning demand and lead systems. It can create structure, relieve processes, and safeguard relevance—provided the strategic and organizational foundations are in place.

Our focus is on placing marketing automation in a realistic context, designing it sensibly, and deploying it where it can truly deliver impact. Not as an end in itself, but as a building block within a coherent interaction of lead generation, performance marketing, and marketing steering.

When software meets missing concepts

Why marketing automation often disappoints in B2B

In B2B, marketing automation is often introduced before the strategic and organizational prerequisites are clarified. Systems are implemented, workflows created, and expectations defined—without a clear understanding of what kind of demand should actually be built or qualified. The disappointment usually follows not because of the technology, but because of missing conceptual foundations.

A common reason is the transfer of models from B2C environments. Automated campaigns, triggers, and scoring logics work where large data volumes, short decision cycles, and clear purchase impulses exist. In B2B, however, target groups are small, decision-making processes are long, and information needs are complex. Marketing automation quickly reaches structural limits here.

Another factor is organizational reality. Marketing automation only delivers impact if it is continuously operated, maintained, and further developed. Many companies underestimate this effort. If internal responsibilities or clear processes are missing, usage inevitably shrinks to basic applications such as newsletters or event communications.

Marketing automation does not disappoint in B2B because it is fundamentally unsuitable—but because it is often treated as a solution before the underlying problem has been clearly defined. Without clarity around target groups, content, and lead processes, automation remains a technical promise without sustainable impact.

Verstärker statt Hebel

What marketing automation can—and cannot—do in B2B

In B2B, marketing automation can play an important supporting role. It helps structure processes, deliver information consistently, and maintain relevance over longer periods of time. Used correctly, it relieves marketing teams and creates reliability in communication with existing contacts.

Its strength, however, does not lie in building demand. Marketing automation does not create awareness, interest, or content relevance. It amplifies what already exists. If target groups are clearly defined, content is relevant, and lead processes are transparent, automation can help use these structures efficiently. If these foundations are missing, automation mainly scales irrelevance.

Another limitation in B2B is the complexity of decision-making processes. Multi-level buying centers, individual information needs, and long decision cycles can only be partially mapped into rigid workflows. Marketing automation can provide orientation—but it cannot replace a deep understanding of market, audience, and topic.

Marketing automation becomes effective where it is applied deliberately and selectively. A few well-designed workflows are often more impactful than extensive automation landscapes. The focus then is not on maximum automation, but on consistent communication and clear positioning within the decision-making process.

Marketing automation is therefore not a lever for quick wins, but an amplifier of functioning concepts. It supports demand where it is already being built in a structured way—and loses impact when it is expected to replace that structure.

Assess marketing automation realistically

Many B2B companies invest in marketing automation without achieving the expected impact. In a conversation, we clarify whether—and for what purpose—automation makes sense in your context, and which prerequisites need to be in place.

Schedule a meeting

Steffen Ruess

Steffen Ruess

Managing Partner
Ruess Group

Clarity before automation

Prerequisites for effective marketing automation

Marketing automation only delivers impact in B2B when fundamental prerequisites are met. First and foremost, this requires clarity about target groups and decision-making processes. Who should be addressed, in which role, and with which information needs must be clearly defined. Without this classification, any automation remains vague.

Content is equally critical. Marketing automation can structure and distribute information—but it cannot create relevance. If content that provides guidance and builds logically is missing, automation is reduced to sending isolated messages without meaningful connection.

Another key factor is lead definition. In B2B, it must be clear when a contact becomes relevant, which criteria define quality, and how handovers between marketing and sales work. Without shared definitions, friction arises that automation cannot resolve.

Finally, organizational anchoring plays a central role. Marketing automation requires clear ownership, regular maintenance, and a willingness to continuously improve. Where this responsibility is not firmly established internally, usage inevitably remains limited.

Effective marketing automation therefore does not start with workflows or software, but with clarity. Only when target groups, content, processes, and responsibilities are aligned can automation fulfill its supporting role.

Context instead of silo solutions

Marketing automation as part of demand and lead systems

Marketing automation as part of demand and lead systems

In B2B, marketing automation does not deliver impact in isolation. It is neither an independent channel nor a substitute for demand generation, but a supporting component within a broader demand and lead system.

Within this system, different disciplines interact:
Lead generation creates initial touchpoints and makes interest visible by reaching relevant audiences and sparking engagement.
Performance marketing sets targeted impulses, amplifies relevant content, and accelerates demand where it already exists.
SEO and AI-driven search build structural visibility and long-term discoverability around key topics and questions.

Marketing automation connects these elements by structuring communication, categorizing contacts, and stabilizing processes. It accompanies existing demand, keeps topics present, and supports the classification of contacts across longer decision cycles. What it cannot do is create interest or relevance from scratch.

Sequence is therefore critical. If marketing automation is implemented before demand, content, and lead definitions are clarified, it remains a technical construct without traction. When used consciously as part of a coordinated system, however, it can relieve processes and ensure consistent communication.

For this reason, we consistently position marketing automation within our impact area Demand, Performance & Marketing Steering. In this role, it supports existing marketing and lead processes—without replacing them. Impact is not created by automation alone, but by the interaction of the right building blocks.

Structure for handover, not for demand

The role of CRM in the B2B context

CRM systems play a central role in B2B—but they are often overestimated. They are not instruments for building demand and not a solution for insufficient lead quality. Their strength lies in structuring, handing over, and further processing contacts that have already been qualified.

In combination with marketing automation, CRM primarily fulfills a connecting function between marketing and sales. It creates transparency around contacts, activities, and status, supports lead tracking, and ensures that information is passed on consistently. CRM is therefore a downstream system that comes into play once demand already exists.

Problems often arise when CRM is treated as the starting point for marketing or lead processes. Without clear definitions of target groups, lead criteria, and handover points, CRM remains an administrative system without strategic impact. Data is collected but not used; processes are documented but not lived.

When used correctly, CRM supports marketing automation in classifying contacts over long decision cycles and structuring handovers to sales in a traceable way. The prerequisite is a shared understanding of what constitutes a qualified lead and which information is relevant for further processing. Only then can CRM fulfill its role as a structuring element within the demand and lead system.

We therefore do not view CRM as a standalone marketing solution, but as part of an integrated marketing and sales logic. Its task is to stabilize existing processes and create transparency—not to compensate for missing demand or unclear concepts.

Contextualizing, designing, integrating

Our role in marketing automation

Our role in marketing automation is not to exploit technical possibilities to the maximum, but to place them in the right context and integrate them meaningfully into existing marketing and lead processes. We see marketing automation as a supporting element within functioning demand and performance systems—not as a standalone promise of results.

At the core is the question of whether—and for what purpose—marketing automation makes sense in a given context. This includes realistically assessing expectations, checking prerequisites, and clearly defining use cases. In many situations, this also means deliberately reducing complexity and avoiding elaborate automation logic.

On this basis, we support the design of viable setups. The focus is on simple, transparent processes that can actually be used and further developed in B2B environments. Marketing automation should stabilize processes and ensure consistent communication—not create additional complexity.

When it comes to selecting and introducing systems, we provide conceptual and advisory support. Platform decisions are driven by actual needs—not the other way around. We ensure that marketing automation is embedded in existing lead, performance, and steering logics and can be responsibly managed internally.

Equally important is our clear boundary: we do not take on permanent operational management of marketing automation systems and do not see ourselves as an implementation or operating partner. Our strength lies in contextualization, structuring, and further development—where marketing automation can truly deliver impact.

Technology follows structure

Systems, tools, and platforms—neutrally assessed

In discussions around marketing automation, systems and platforms often take center stage. This can create the impression that software choice determines success or failure. In practice, however, it is not the tool that matters most, but the context in which it is used.

Marketing automation platforms vary widely in functionality, complexity, and focus. Some are primarily geared toward marketing and communication, others are tightly integrated with CRM and sales processes. Which solution makes sense depends less on vendor promises and more on organizational maturity, existing processes, and internal ownership.

Especially in B2B, simpler, manageable setups often prove more effective than complex automation landscapes. A few clearly defined workflows are easier to maintain, understand, and evolve than extensive automations that are rarely used in day-to-day operations. Marketing automation should stabilize processes—not create additional dependencies.

We therefore do not treat systems as a starting point, but as a downstream decision. Only once target groups, content, lead definitions, and processes are clear can it be determined which platform can provide meaningful support. In many cases, using existing systems consistently is more effective than introducing new functionality.

Marketing automation is thus not a technical project, but part of an overarching digital marketing strategy. Its role is to support existing structures and keep communication consistent—not to replace missing clarity with technology.

Context determines impact

When marketing automation makes sense—and when it doesn’t

Marketing automation can be used effectively in B2B where there is already clarity about target groups, topics, and decision-making processes. If it is clear which roles should be addressed, which information needs arise over the course of a decision, and how contacts are to be developed further, automation can help support these processes in a structured way.

Another key prerequisite is content substance. Marketing automation only delivers impact when relevant content exists that provides orientation and builds logically over time. Especially in B2B, where decisions are prepared over longer periods, automation supports the continuous contextualization of topics—but it cannot replace content relevance.

Marketing automation is particularly useful when lead quality matters more than lead volume. In markets with clearly defined target groups and explanation-heavy offerings, it can help develop contacts systematically and keep communication consistent across multiple phases. The prerequisite, however, is that demand is already being built in a structured way—for example through B2B lead generation.

Marketing automation is far less useful where fundamental prerequisites are missing. If target groups are vague, content is lacking, or responsibilities are unclear, automation mainly creates additional effort. In such cases, it is more effective to first focus on demand generation, performance initiatives, and clearly defined lead processes before introducing automated workflows.

Marketing automation is therefore not a universal solution, but a context-dependent decision. When used consciously, it can support processes and stabilize communication. When expected to replace missing clarity, it remains ineffective.

Außenansicht Bürogebäude

And when other paths make more sense

Who this approach is right for

Our approach to marketing automation is aimed at companies that do not view marketing as an isolated activity, but as part of a structured demand and lead system. It is particularly well suited to organizations operating in complex B2B markets with explanation-heavy offerings, long decision cycles, and multiple stakeholders.

Typically, this approach fits companies that already have some experience with marketing automation or are considering introducing such systems. They have recognized that technology alone does not create impact and are seeking realistic orientation before making further investments.

This approach also provides guidance for internationally active companies. Different markets, cultures, and information needs cannot be mapped through standardized automation logic. Marketing automation can support these environments when it is deliberately simplified and adapted to local conditions.

Less suitable is this approach for organizations expecting short-term effects or viewing marketing automation as a substitute for missing demand, content, or processes. It also reaches its limits where there are no internal resources for maintenance, further development, and ownership.

Our focus is on companies that are willing to understand marketing automation as part of a broader system and to position its role realistically. This is where the foundation for sustainable impact is created.

Position marketing automation on solid ground

If you would like to clarify what role marketing automation can meaningfully play within your marketing and lead context, we would be happy to discuss it with you. No tool recommendations, no implementation promises—just clarity about opportunities and limitations.

Schedule a meeting

Steffen Ruess

Steffen Ruess

Managing Partner
Ruess Group

FAQs

Frequently asked questions
about marketing automation in B2B

  • Marketing automation in B2B refers to the structured use of software to support marketing processes such as communication, lead nurturing, and information delivery. Unlike B2C, the focus is not on fast conversion, but on long-term support of complex decision-making processes involving multiple stakeholders.

  • In B2B, marketing automation rarely fails because of technology, but because of missing conceptual foundations. Unclear target groups, missing content, undefined lead criteria, or a lack of alignment between marketing and sales result in automation delivering little impact and being reduced to basic distribution functions.

  • Marketing automation is not a must in B2B. It can be useful when target groups, content, and lead processes are clearly defined and internally owned. Without these prerequisites, automation usually adds little value. In many cases, other initiatives such as demand generation or performance marketing are more effective initially.

  • Marketing automation does not create demand—it supports existing lead processes. It helps structure contacts, deliver information at appropriate times, and maintain relevance over long decision phases. The actual creation of interest and demand happens through content, channels, and targeted B2B lead generation initiatives.
    Marketing automation therefore only becomes effective once demand is already being built in a structured way and clear criteria for lead quality are defined.

  • In B2C, decision-making processes are usually short, data-driven, and highly automatable. In B2B, target groups are smaller, decision cycles longer, and information needs more complex. Marketing automation in B2B therefore needs to be more restrained, content-driven, and embedded in processes.

  • Prerequisites include clearly defined target groups, relevant content aligned with decision phases, shared lead definitions between marketing and sales, and internal responsibilities for maintenance and further development. Without these foundations, marketing automation usually remains ineffective.

  • The operational use of marketing automation can only be outsourced to a limited extent. Successful applications require continuous maintenance, content development, and close alignment with internal processes. External partners can support contextualization, concept development, and setup—but responsibility should remain internal.

  • Suitability depends less on feature richness than on organizational maturity. In many B2B contexts, simple and manageable setups are more effective than complex platforms. Selection should always be driven by concrete needs—not vendor promises or tool comparisons.

  • In international B2B contexts, information needs, decision logics, and communication habits vary widely. Marketing automation can support these environments if it is flexible, locally adapted, and deliberately simplified. Standardized global workflows are rarely effective in B2B.

  • No. Marketing automation cannot replace personal interaction. It supports preparation, structuring, and accompaniment of contacts, but it does not replace individual consulting, sales activities, or personal relationships.

  • The right time is when demand is being built in a structured way, content is available, and lead processes are clearly defined. If marketing automation is introduced too early, it remains a technical construct without real traction.