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The Drum catches up with David Jordan on the ANA Masters of B2B Marketing, the place he says that, B2B or B2C, it’s all almost about transferring other folks.
David Jordan doesn’t are compatible the stereotype of the punchy advert exec. He’s measured, virtually reserved, however take a seat him down on the ANA Masters of B2B Marketing and ask if he thinks B2B and B2C nonetheless topic as classes and the temperature rises.
“That whole B2B/B2C split? It’s not real,” says the CEO of employee-owned company Bader Rutter. “We’re marketing to people. When you move people, you move markets. And when you move markets, you move stock price. End of sentence.”
We stuck up with Jordan in Naples, Florida, the place he was once presenting a multi-year case find out about on how Bader Rutter helped the animal well being large Zoetis battle off generic pageant and give protection to a $200m franchise. But the Zoetis tale is only one a part of a broader push to redefine how B2B advertising works – and who it’s for.
Want to head deeper? Ask The Drum
A quiet hurricane
Jordan, 11 months into his tenure as CEO, is reflective however candid. “I woke up the other night with the perfect answer to what I’ve learned in my first year,” he laughs. “Did I write it down? No. Can I remember it? Absolutely not.”
Despite the self-deprecating tone, he’s crystal transparent on the place issues stand: the B2B sector is not only evolving – it’s waking up.
“B2B is as attractive, daring and as bold as it’s ever been,” he says. “If you look at traditional B2C agencies now shouting about their B2B ‘offering,’ it’s because they see the value. But honestly, if a B2C shop has to define B2B as a separate service, you’re probably not in the right place.”
And in case your call for gen isn’t construction logo? “Then you’re doing it wrong,” Jordan warns. “Any demand marketing that’s not creating brand equity is nearly malpractice today.”
The indie merit
Jordan believes independents comparable to Bader Rutter are higher situated than ever. The company is 100% employee-owned (a legacy from founder Ron Bader) and that possession style, he says, builds loyalty, continuity and deeper consumer dedication.
“We don’t do rollercoasters. Succession is methodical. Our people care about the long-term health of the business. And that shows up in the work.”
The chaos within the keeping firms? Jordan sees it as alternative. “There’s disruption, yes, but it means clients are looking for alternatives. We’re not distracted. We’re ready.”
AI, scrolls and the price of uninteresting
He’s no AI evangelist, however he’s no longer dismissive both. “AI’s great for rapid, repeatable tasks – research, discovery. But it’s not going to solve the biggest challenge we face: attention.”
Jordan’s go-to stat? “If you printed out the average person’s daily scroll, it’d be taller than the Statue of Liberty. We don’t need more content. We need content that stops the thumb.”
The value of lifeless, he provides, is actual. “It takes 10 times more media spend to make dull marketing stand out. Good creative goes further. Always has.”
From merchandise to trust
In his consultation at ANA Masters of B2B Marketing, Jordan defined how Bader Rutter helped animal well being corporate Zoetis transfer from product advertising to logo which means. The turning level? Reframing the corporate’s venture round an historical bond between farmer and animal.
The corporate stopped promoting on product specifications and began telling tales rooted in empathy and shared values. Campaigns spotlighted actual farmers, their demanding situations, and their maintain their herds, positioning Zoetis as a fellow steward of animal wellbeing.
“We gave the brand meaning. That changed everything, from sales to innovation. It wasn’t just about IP any more. It was about belief.”
The effects? Over $100m in expansion, a 95% inside pleasure rating and a inventory worth that rose in tandem with believe.
‘It’s all simply advertising’
Jordan’s no longer interested by renaming B2B, however he’s adamant it shouldn’t be a silo. “You don’t stop being a curious, fun-loving, adventurous person just because you logged into Zoom,” he says. “You don’t market to buildings. You market to people.”
His verdict on the way forward for B2B? “We need to retire stale thinking. Retire dull work. But we don’t need to rename the category. We just need to remember what good marketing does: it inspires belief. And when you do that, anything is possible.”
