Views from Katie McAlister, Former CMO at TUI UK
The challenges B2B marketers face today are multifaceted—ranging from evolving customer expectations to navigating unexpected crises. However, for marketers who can adapt and innovate, crises can also offer opportunities to recalibrate, strengthen brand resilience, and deepen customer relationships. In this article, we will explore how the principles of leadership during crises and brand reinvention can be effectively integrated into B2B marketing strategies, with insights drawn from Katie McAlister’s experience in leading through the turbulent COVID-19 period.
Leadership During Crisis: Empathy, Adaptation, and Team Resilience
Katie McAlister, former CMO of TUI UK and Ireland, shared her experience of leading a massive marketing team through the turbulence of COVID-19. As a leader, she navigated unprecedented challenges in the travel industry, where businesses like TUI saw their operations collapse almost overnight. However, McAlister’s leadership during this crisis reflects key lessons that can apply to B2B marketing, especially when handling unexpected disruptions.
One of McAlister’s primary insights is the importance of vulnerability in leadership: “It’s all right not to know sometimes… just try it and let some of that vulnerability show.” This honesty in leadership allowed her team to stay united and adaptable, even when external circumstances seemed unpredictable.
For B2B marketers, the lesson here is clear: leadership during times of uncertainty requires flexibility and a willingness to pivot. With complex buying journeys, where decisions are often made by multiple stakeholders across various departments, empathy becomes a cornerstone of success. Marketers must lead with empathy, not only towards their customers but also within their teams. By deeply understanding both the needs of customers and the challenges within their marketing teams, leaders can navigate crisis situations effectively.
Additionally, creating an empathetic dialogue with customers during tough times can build brand loyalty. McAlister emphasises how TUI leveraged customer feedback during the pandemic to better understand the mood of travellers. “We really deepened the relationship with customers,” she says. B2B marketers can apply this approach by engaging with clients to understand their concerns, adjusting messaging, and crafting campaigns that resonate with the current environment.
Brand Resilience and Reinvention: Modernising for Growth
In a time when many brands were scaling back, McAlister and her team at TUI saw an opportunity to reinvent their brand and modernise their identity. “We coined the strap line of ‘live happy’ because we create the moments that make life richer.” This forward-thinking approach helped TUI emerge from the pandemic stronger, reconnecting with customers while showcasing a brand that was future-facing.
For B2B marketers, this is a crucial reminder that branding is not just a “nice-to-have”—it fuels demand generation at every stage. McAlister’s decision to integrate the brand’s purpose into their campaigns was not just about aesthetic adjustments but about creating a deeper emotional connection with the audience. In a similar way, B2B brands can modernise their own identities to reflect the new realities that customers face, which in turn strengthens their position in the market.
Moreover, McAlister’s ability to launch a global campaign while being sensitive to economic fallout serves as a great example of integrating brand and demand generation. TUI’s approach was not solely focused on performance marketing; they steered away from aggressive pricing and instead leaned into brand building with a strong emotional appeal. B2B marketers should think of brand equity as a powerful tool for driving demand—strong brands are more likely to generate leads, even in challenging times.
Cater to Complex Journeys: Multiple Stakeholders and Entry Points
B2B buyers no longer follow a simple, linear path. According to Forrester’s research on the ROI of brand equity in B2B, customers now embark on complex, non-linear journeys that involve multiple decision-makers, each with their own pain points and needs. Catering to these diverse buyer paths means acknowledging the various entry points into the buyer’s journey. As McAlister shares from her experience with TUI, “We had a global customer base with varying needs and concerns.” This highlights the necessity for B2B brands to account for different stakeholder perspectives and touchpoints.
B2B marketers need to craft messaging and campaigns that can speak to these varied audiences at different stages of their journey. This can be done by segmenting marketing strategies and using data to identify where each stakeholder is in the decision-making process. The goal is to meet customers where they are, with personalised content that speaks to their unique needs.
Prioritise Metrics by Stage: Aligning with the Buyer’s Decision-Making Process
As marketers, we often focus on the metrics that matter most to our bottom line, such as lead conversion or sales pipeline velocity. However, McAlister’s leadership teaches us that marketers must also recognise the importance of aligning metrics with each phase of the buyer’s journey. “We really got the tone of the advertising right,” she says, reflecting how TUI adjusted their messaging based on customer sentiment during the pandemic.
For B2B marketers, this means aligning your KPIs with the specific stages of the decision-making process. Early-stage metrics might focus on brand awareness, while mid-funnel metrics could include engagement and education. As customers move closer to making a purchase, sales-qualified leads and conversion rates should be tracked more rigorously.
Integrating Brand and Demand: Fueling Demand Generation
The integration of brand-building and demand generation is paramount in today’s competitive B2B landscape. McAlister’s insight is a powerful reminder that branding isn’t just an initial step but something that supports the demand generation process from beginning to end. TUI’s “live happy” campaign, built on the emotional resonance of travel experiences, fuelled both brand awareness and demand, even during difficult times.
For B2B marketers, this integration means recognising that your brand influences every aspect of demand generation. Strong branding lays the foundation for building trust with potential customers, making them more likely to engage with your company when they’re ready to make a decision.
Conclusion: Leading Through Change with Empathy and Brand Resilience
Navigating the complexities of the B2B landscape during times of crisis requires adaptability, empathy, and a deep understanding of the customer. As Katie McAlister demonstrated through her leadership at TUI, marketing during uncertainty is about connecting with your customers, adapting to their needs, and integrating strong branding into demand generation efforts.
For further insights into how branding can influence B2B demand generation and the complexities of modern customer journeys, check out these resources:
- Forrester’s Research on the ROI of Brand Equity in B2B
- Harvard Business Review’s Articles on Non-linear Customer Journeys
By embracing these lessons, B2B marketers can build resilient, customer-centric strategies that thrive not only during times of uncertainty but also long after the crisis has passed.
