A wrong assumption corrected on a slide costs nothing. Corrected after two quarters of spend it costs the year. We set direction before anyone commits the budget.
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Results our clients report to their boards
35:1
Your media return, if your campaign runs like HMS Networks' first one did
£760 to £72
What HMS now pays for a confirmed sales ready lead, down from a typical trade event lead
1,588
Sales ready leads HMS generated on reporting they own and operate
42x
Media efficiency Arrow ECS achieved against benchmark with VMware
A wrong assumption corrected at the planning stage costs a conversation. The same assumption corrected after six months of spend costs a budget. We front-load the thinking so the money that follows is pointed in the right direction. The output is a plan a CFO can read, defend and fund.
We start with how your business actually makes money, where margin sits and which segments are worth winning. Everything in the plan ladders up to that. We do not arrive with a template. We arrive with questions, then we build the plan your numbers justify.
Most B2B marketing falters at the top, not in the execution. The targets are vague, the audience is loosely drawn and the channel mix is inherited rather than chosen. B2B Marketing Strategy is the advisory work that fixes this. We sit at the table as your acting marketing director, agree the commercial outcomes the board actually cares about, and build the plan that the delivery teams then run against. This is planning and direction, not campaigns.
We have done this for technical, considered-purchase businesses where the buying group is large and the sales cycle is long. For HMS Networks the strategy work translated into a 35:1 media return and a cost per sales ready lead cut from around £760 to £72, because the plan was right before the spend started. The strategies we write are built so you own the result, the data and the systems that follow.
If your marketing plan is inherited rather than chosen, a short strategy conversation is the fastest way to find out what is missing. No pitch, just direction.
This fits if you are
This engagement suits B2B businesses where the stakes and the sales cycle are high enough that a wrong plan is expensive. It fits four situations in particular.
Businesses without a senior marketing leader who need director level direction without the permanent hire.
Marketing teams running inherited plans that no one has reviewed against the current commercial reality.
Industrial, electronics, manufacturing and distribution firms with technical products and long, multi-stakeholder buying cycles.
Leadership teams about to commit real budget who want the plan defensible before the spend begins.
Not the right engagement if
1
Week 1
Discovery and commercial alignment. We get inside how the business makes money, what the board expects from marketing and where the current plan is thin.
A shared, written view of the commercial targets marketing is being asked to move, agreed by leadership.
2
Weeks 2 to 3
Audience, segment and channel work. We define the buying groups, prioritise segments and choose the channel mix the numbers justify.
A defined audience map and a channel strategy with budget allocated by expected return.
3
Week 4
Measurement and roadmap. We build the framework that reports against targets and sequence the delivery work over the coming quarters.
A measurement framework and a delivery roadmap with owners and timing.
4
Weeks 5 to 6
Sign off and handover. We present the plan to the board, fold in feedback and brief the delivery teams who will run it.
A signed marketing plan and a clean handover to execution, with nothing lost in translation.
35:1
Return on media investment. Cost of a qualified lead cut from around £760 at trade events to around £72 online, with 1,588 sales ready leads on reporting HMS owns and operates.
Read the case study
454,176
Campaign views at 42x media efficiency, six times the target, with account level intelligence the sales team trusts. Enterprise distribution made measurable.
Read the case study
A marketing plan that ignores data and systems is half a plan. This hub links to the data and martech pillars, including Data Unification and Martech Stack Strategy, so direction and capability move together.
Against an enterprise agency
Quarters, not weeks
Six month discovery phases and a quarter million before a single dashboard exists. We work in weeks, with senior people on every call and pricing itemised line by line.
Our work with Arrow ECS in technology distribution and with HMS Networks in industrial connectivity shows the same pattern: get the plan right first, and the activation does far more with the same budget.
We work in stages so you are never committing to the whole programme on faith. Stage one is a focused diagnostic and a clear plan. Stage two, if you want it, embeds us alongside your team to keep the plan honest as it meets reality. Pricing is built line by line and quoted up front, with no opaque contingency, so your CFO can see exactly what each stage buys. The plan points your investment towards systems and data you own, never a rented platform you cannot leave. Enterprise grade thinking without the enterprise overhead.
"Complete dedication to our brand mission by Teylu. They worked within our limitations and made our marketing profitable on first purchase."
Ken Price
CEO, Blake Mill Menswear
"Teylu delivered rapid activation, delivered immediate sales uplift. Assisted in delivering a business exit and increased valuation."
Katie Dixon
Founder, Evellier Luxury Intimates
"It's a pleasure to work with the whole Teylu team. They delivered our exact brief quickly to great effect. What more can you ask for?"
Sophie Fresson
Head of Digital, Oceana UK
Is this strategy work, or do you run the campaigns too?
This pillar is the planning and direction. We set the targets, define the audience and choose the channels. The execution sits with the delivery pillars such as Demand Generation and Account-Based Marketing, and because the same team writes the brief, the handover is clean rather than a fresh negotiation.
We already have a marketing plan. Why would we need this?
Most plans we see were written for last year's reality or inherited from a predecessor. The question is not whether you have a plan, it is whether the plan would survive scrutiny from the board today. A strategy engagement tests that and fixes the parts that no longer hold.
Do we own the strategy and everything it points towards?
Yes, entirely. The plan, the frameworks and the documentation belong to you. More than that, the strategy deliberately directs your investment towards systems and data you own and operate, not a rented enterprise platform. You are funding infrastructure you keep, which is why the spending is defensible to a CFO rather than an open-ended licence commitment.
How long does a strategy engagement take?
Typically four to six weeks from kickoff to a signed plan. That is fast enough to act on within the quarter and thorough enough to defend upwards. You are not waiting half a year for a slide deck that arrives after the budget window has closed.
What do we actually get at the end?
A working marketing plan: commercial targets, an audience and segment map, a costed channel strategy, a measurement framework and a delivery roadmap with owners. It is a document your team operates against, not a presentation that gets admired once and filed away.
Still weighing it up? A short strategy session will tell you whether your current plan has gaps worth closing, with no obligation to go further.
Tell us where the data lives and what the board keeps asking. A senior person reads every one of these.
What happens next
