2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL

An Annual Report on B2B Thought Leadership by Edelman Business Marketing and LinkedIn
GLOBAL REPORT

Over the past three years, Edelman has collaborated with
LinkedIn to investigate the power and impact inherent in
publishing quality Thought Leadership content. This year’s
study confirms that B2B Decision-Makers are spending
meaningful time consuming Thought Leadership content
and, when that content is done well, that it has the
potential to significantly influence brand perception and
buying behaviors.
However, even though a sizeable amount of this content is
being created, the Decision-Makers reading it continue to
be disappointed in its overall quality, which poses real risks
to the reputation and sales of the B2B companies
publishing it.
This year's survey results show that while more than half
of the Decision-Makers we surveyed spend more than one
hour every week consuming Thought Leadership, only 15%
of them rate the quality of most of what they read as very
good or excellent. This situation becomes even more
concerning when you know that 89% of Decision-Makers
surveyed believe that Thought Leadership is effective in
enhancing their perceptions of an organization.
In addition, most marketers are missing the opportunity
to connect Thought Leadership efforts to
measurable business impact, including high-priority KPIs
such as account lift, MQL, SQL and other measures of
how content is driving positive customer behavior. This
year’s survey found that only 26% of marketers can tie the
Thought Leadership they produce to sales and business
wins.
This disconnect is perpetuating a negative cycle
of inadequate investment, poor quality content and
an underestimation of Thought Leadership’s impact —
both positive and negative.
This data makes the bottom line very clear – producing
Thought Leadership is an excellent way to gain the
attention of the people who make B2B decisions, but if
your organization is not committed to doing it well over
the long-term, your efforts can move the needle in the
wrong direction.
KEY LEARNINGS
1. Three years of data make it clear –
Thought Leadership is a powerful way
to connect with B2B Decision-Makers.
2. Most Thought Leadership producers
are unable to measure its impact on
business opportunities – signaling a
missed opportunity and potential risk.
3. Brands that cultivate a culture of
Thought Leadership reap greater
reputation and sales impact than those
that do not.
SEIZING THE UNTAPPED BUSINESS
POTENTIAL OF THOUGHT LEADERSHIP
EXECUTIVE SUMMARY

TERMINOLOGY
Free deliverables organizations or individuals produce on a topic they know a
lot about and feel others can benefit from having their perspective on.
Thought Leadership, in this context, does not include content primarily
focused on describing an organization’s products or services.
THOUGHT LEADERSHIP AUDIENCES IN THE REPORT…
PURCHASE DECISION-MAKERS
Consumers of Thought Leadership who are involved in vetting,
recommending and/or making final decisions on their company’s
choice of professional service providers or products.
THOUGHT LEADERSHIP PRODUCERS
Consumers of Thought Leadership who also work in an organization
that produces freely available Thought Leadership.

SENIORITY LEVEL
Manager
Director
VP
CXO
Partner
Owner
33%
38%
13%
8%
3%
5%
COMPANY SIZE
1-200
201-1,000
1,001-10,000
10,001+
46%
14%
18%
23%
VETTING ROLE
Give input
Manage the process
Final decision marker
46%
28%
26%
ADDITIONAL SEGMENTS
Works for organization that produces Thought Leadership
Works in the high-tech industry
Works in the finance industry
Works in the manufacturing industry
32%
19%
13%
11%
DATA COLLECTION
Online, using the LinkedIn platform to survey
LinkedIn members
MARKETS SURVEYED
Australia, France, Germany, India, Singapore,
India, United Kingdom, United States
FIELDING DATES September – October 2019
SURVEY LENGTH 10-15 minutes
MARGIN OF ERROR
Total Sample +/- 1.7%
Decision Makers +/- 2.0%
Producers of Thought Leadership +/- 2.9%
To help B2B companies understand the impact of Thought Leadership,
Edelman and LinkedIn surveyed 3,275 global business executives
across a wide range of industries and company sizes.
SURVEY RESPONDENTS & METHODOLOGY
ABOUT THE STUDY

AT–A–GLANCE | THOUGHT LEADERSHIP IMPACT
KEY DIMENSIONS DESCRIPTION 2019
Engagement % of Decision-Makers who spend an hour or more per week engaging with Thought Leadership 48%
Quality % of Decision-Makers who rate the quality of most of the Thought Leadership they read as very good or excellent 15%
Value % of Decision-Makers who say they gain valuable insights more than half the time they consume Thought Leadership 29%
Brand Impact How effective Decision-Makers say Thought Leadership is in enhancing their perceptions of an organization 89%
Sales Impact How effective Decision-Makers say Thought Leadership is at influencing their purchasing decisions 49%
Attribution % of Producers who can tie their Thought Leadership efforts to sales and business wins 26%
OVERARCHING TRENDS
• Almost half of Decision-Makers who engage with Thought Leadership spend at least an hour a week
• There is relatively little high-quality content being produced
• When done well, Thought Leadership positively impacts brand perception and sales
• Producers are not investing in doing it well and developing processes to measure its ROI
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. See slides 8-16 for an explanation of how each dimension score was calculated

01Thought Leadership's
Proven Impact
02
03The Crucial Importance
of a Thought
Leadership Culture
04How to Win:
The Edelman Thought
Leadership Flywheel
Keys Attributes of Strong
Thought Leadership

AFTER 3 YEARS, DECISION-MAKERS
CONFIRM THOUGHT LEADERSHIP’S
IMPACT – BUT ARE DISAPPOINTED IN
THE QUALITY
01

DECISION MAKERS
SPEND MEANINGFUL TIME
CONSUMING THOUGHT LEADERSHIP
ENGAGEMENT
Time Decision-Makers spend per week reading Thought Leadership.
2019
Meaningful Engagement (1+ hours) 48%
1-3 Hours 31%
4+ Hours 17%
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q S1. On average, how much time per week do you spend reading and viewing thought leadership? Select one
response. Data: % spending one hour or more among Global decision-makers who consume thought leadership.
THE GOOD NEWS
ALMOST1/2
Of Decision-Makers spend
one hour or more reading
Thought Leadership per week

A MUST WHEN IT COMES TO
EARNING TRUST
BRAND IMPACT
A measure of how effective Decision-Makers say Thought Leadership is in
enhancing their perceptions of an organization.
2019
Average of Inputs 89%
Respect Increase 90%
Perception of Capabilities 88%
Trust 88%
BRAND PERCEPTION IMPACT INDEX
Brand Perception Impact Index is the average percentage of Decision-Makers
who say the following occur sometimes or more frequently after they have
engaged with a piece of Thought Leadership:
• Their respect for the organization responsible increased
• Their perception of the organization’s capabilities increased
• Their trust in an organization increased
89%
Of Decision-Makers say that
Thought Leadership can be effective
in enhancing their perceptions
of an organization
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q11 ENGAGED: How frequently has the following occurred after you have engaged with a piece of thought leadership.
Data: average % who responded sometimes, often or almost all of the time among Global decision-makers.
THE GOOD NEWS

DECISION-MAKERS USE
THOUGHT LEADERSHIP TO
VET A COMPANY’S CAPABILITIES
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q8 PREMIUM1: How much do you agree or disagree with these statements? Select one for each: strongly disagree,
somewhat disagree, neither disagree nor agree, somewhat agree, strongly agree. Data: Top 2 Box Agree among Global decision-makers. Q9 PREMIUM 2: You just said that you would be
more willing to pay a premium to work with an individual or organization that produces thought leadership versus one that does not. Specifically, why are you willing to pay a premium? Select
all that apply. Data: % who selected this response among Global decision-makers who said they were willing to pay a premium to work with Thought Leadership producers
Agree an organization's Thought Leadership is a
more trustworthy basis for assessing its
capabilities and competencies than its marketing
materials and product sheets
69%
Agree reading Thought Leadership
is one of the best ways to get a
sense of the type and caliber of an
organization’s thinking
61%
OF DECISION-MAKERS
OF DECISION-MAKERS
THE GOOD NEWS
OF DECISION-MAKERS
59%
Who are willing to pay a
premium say it's because
Thought Leadership
demonstrates deep thinking and
other virtues important to them

SALES IMPACT
A measure of how effective Decision-Makers say Thought Leadership is in
influencing their purchasing decisions.
2019
Average of Inputs 49%
Consideration - Generated RFP invitations 42%
Purchase - Led to awarding a business 48%
Upsell – led to increasing the amount of business you do 53%
Cross-Sell - led to purchase of new product/service 54%
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q11 ENGAGED: How frequently has the following occurred after you have engaged with a piece
of thought leadership. Data: average % who responded sometimes, often or almost all of the time among Global decision-makers.
THE GOOD NEWS
49%
Of Decision-Makers say that
Thought Leadership can be
effective in influencing their
purchasing decisions
SALES IMPACT INDEX
The Sales Impact Index is the average percentage of Decision-Makers who say
the following occur sometimes or more frequently after they have engaged with
a piece of Thought Leadership:
• They invited the organization (which was not in their original consideration set) to
bid on a project
• They awarded business to the organization responsible
• They decided to increase the amount of business they did with the
organization
• They purchased a new product or service from the organization that
they had not previously considered buying
COMPELLING CONTENT
INFLUENCES B2B SALES

THOUGHT LEADERSHIP CAN HELP
COMMAND A PREMIUM
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q8 PREMIUM1: How much do you agree or disagree with these statements? Select one for each: strongly disagree,
somewhat disagree, neither disagree nor agree, somewhat agree, strongly agree. Data: Top 2 Box Agree among Global decision-makers.
THE GOOD NEWS
42%
Agree they are more willing to
pay a premium to work with
an organization that produces
Thought Leadership versus those
that do not
OF DECISION-MAKERS
42%

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q3 QUALITY: What would you say is the overall quality of most of the thought leadership you read?
Select one response. Data: % Very Good or Excellent among Global decision-makers.
MISSED OPPORTUNITIES
Of Decision-Makers said most of
the Thought Leadership they read
is Very Good or Excellent15%
QUALITY
How Decision-Makers rate the overall quality of most of the
Thought Leadership they are reading.
2019
Very Good to Excellent 15%
Good 57%
Mediocre to Very Poor 28%
DECISION MAKERS ARE MOSTLY
DISAPPOINTED IN THE QUALITY
OF THOUGHT LEADERSHIP
CONTENT

DECISION-MAKERS
CRAVE MORE VALUE
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q4 INSIGHT GAIN: What percentage of the time do you gain insights from the thought leadership you are exposed to
that helps you do your job better or move your business forward? Select one response. Data: % who responded 51% or more of the time among Global decision-makers
VALUE
The % of Decision-Makers who say they gain valuable insights more
than half the time from the Thought Leadership they consume.
2019
Reliably derive value 29%
Of Decision-Makers gain valuable insights
more than half the time from the
Thought Leadership they read
29%

27%27%
LOW QUALITY CONTENT IS A
RISK TO REPUTATION
AND SALES
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q11 ENGAGED: How frequently has the following occurred after you have engaged with a piece of thought
leadership?. Data: average % who responded sometimes, often or almost all of the time among Global decision-makers.
of Decision-Makers say that sometimes
after reading its Thought Leadership their
respect and admiration for an
organization has decreased
38%38%
of Decision-Makers say that sometimes
reading its Thought Leadership has
directly led them not to award
business to an organization

A GLARING
ATTRIBUTION GAP
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q21 EFFECT: How do you measure or determine the effectiveness of your thought leadership? Select all that apply. Data: Net of “We
have a way to link sales leads back to specific pieces of thought leadership” and “We have a way to link business wins back to specific pieces of thought leadership” among total Global Producers of thought
leadership.
ATTRIBUTION
% of Producers who can link their Thought Leadership to sales
leads and business wins.
2019
Net of Inputs 26%
Can link sales leads to Thought Leadership 18%
Can link wins to Thought Leadership 16%
74%
of Thought Leadership Producers
have no way to link sales or wins
to their Thought Leadership

KEY ATTRIBUTES OF SUCCESSFUL
THOUGHT LEADERSHIP
02

NEW
PERSPECTIVES ARE
HIGHLY VALUED
TIMELINESS AND
BREVITY ARE KEY
TO ENGAGEMENT
EFFECTIVE
DISTRIBUTION
A MUST

NEW PERSPECTIVES ARE
HIGHLY VALUED
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q6 HIGH QUALITY: Think about the last piece of thought leadership that you consumed that you felt delivered a lot
of value to you. Specifically, what about it made it particularly valuable? Select all that apply. Data: List of content-related items that were selected by the highest % of decision makers among
Global decision makers
The top characteristics of high-value Thought Leadership content, according to Decision-Makers
KEY ATTRIBUTES OF SUCCESSFUL THOUGHT LEADERSHIP
DO
CREATE
SOMETHING
SUBSTANTIVE
• Explores potential challenges or new
opportunities I had not considered before
• Points out things that I had overlooked in
thinking or strategizing
• Offers actionable competitive intelligence

NEW PERSPECTIVES ARE
HIGHLY VALUED
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q7 LOW QUALITY: Think about the last piece of thought leadership that you consumed that you felt delivered little or no value to
you even though is was on a topic of interest to you. Specifically, why did it fail to deliver value? Select all that apply. Data: List of content-related items that were selected by the highest % of decision
makers among Global decision makers
The top characteristics of low-value Thought Leadership content, according to Decision-Makers
DON’T
BE MORE
WHITE NOISE
• Merely repeats what everyone else is saying
• Insights are too elementary and superficial
• Emphasizes selling something instead of imparting
valuable insights

TIMELINESS AND BREVITY
ARE KEY TO ENGAGEMENT
Of Decision-Makers say that being short and easy to absorb
makes Thought Leadership very compelling
87%
75%
Of Decision-Makers say that Thought Leadership
addresses a topic they are currently working
on or thinking about makes it very
compelling
TIMELY
BRIEF
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q2 FORMAT: When it comes to its content or format, please rate how compelling each of the following are in getting
you to engage with a specific piece of thought leadership? Data: Top-2 Boxes on a 1-5 scale where 1 is “not at all compelling” and 5 is “extremely compelling” among Global decision-makers.

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q5 FIND: Think back to the last piece of thought leadership you consumed. How did it first come to your attention? Select one.
Data: DISCOVERED: Net of “I saw it on a professional newsfeed(e.g. LinkedIn)” ,“I did a search for content on the topic”, “I saw it on a social media newsfeed”, “I found it on a website that aggregates
and curates thought leadership”. PUSHED: Net of “It was forwarded or mentioned to me by a colleague”, “It was pushed to me from a source from which I have opted in to receive reports and
publications”, “ It was a leave-behind or was mentioned in a brochure I received at a conference or meeting”. AMPLIFIED: Net of “A major news outlet did a piece that mentioned it”, “A trade publication
or newsletter I read did a piece that mentioned it”, “An influencer or someone I follow in the field mentioned it” .UNKNOWN: “Don’t know / Not sure” Among Global decision-makers
54%
26%
18%
2%
DISCOVERED
The Decision-Maker was researching a specific
topic or came across it in their day-to-day
PUSHED
The Decision-Maker received it directly
from someone else
AMPLIFIED
The Decision-Maker saw the Thought
Leadership promoted on paid or
earned channels
UNKNOWN
EFFECTIVE DISTRIBUTION A MUST
How did the last piece of Thought Leadership you consumed come to your attention?

ENDURING SUCCESS REQUIRES A
CULTURE OF THOUGHT LEADERSHIP
03

DEEP THINKING AND
INTELLECTUAL RIGOR
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q18 SUCESS2: Still thinking about that same exceptionally successful piece of thought leadership your organization produced, when it
came to its content and format, which of the following were the most important drivers of, or the keys to, its exceptional success? Select all that apply. Data: % who selected each item and net percentage of
respondents who selected at least one of those items among Total Global Thought Leadership Producers
DEFINING CHARACTERISTICS OF A CULTURE OF THOUGHT LEADERSHIP
CHARACTERISTIC 1: DEEP THINKING AND
INTELLECTUAL RIGOR
Net of:
• 35% It came out just as there was a lot of emerging interest
in the topic
• 34% It was based on rigorous, high-quality research
• 33% We said something new, substantial and potentially
game changing on the topic
• 31% It laid out a clear set of actions that organizations
should take in response to the challenges or opportunities
the piece identified and discussed
73%
Of Producers credited deep
thinking and intellectual rigor
among the most important drivers of
their last exceptional Thought
Leadership success

SUPPORT FROM LEADERSHIP
AND ACROSS THE
ORGANIZATION
Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q17 SUCCESS 1: Think about the last exceptionally successful piece of thought leadership your organization produced. When it came
its marketing, amplification and distribution, which of the following were the most important drivers of, or the keys to, its exceptional success? Select all that apply. Q18 SUCCESS 2: Still thinking about that
same exceptionally successful piece of thought leadership your organization produced, when it came to its content and format, which of the following were the most important drivers of, or the keys to, its
exceptional success? Select all that apply. Data: % who selected each item and net percentage of respondents who selected at least one of those items among Total Global Thought Leadership Producers
Of Producers credited support
from leadership and across
the organization among the most
important drivers of their last
exceptional Thought Leadership
success
65%
CHARACTERISTIC 2: SUPPORT FROM LEADERSHIP AND
ACROSS THE ORGANIZATION
Net of:
• 39% senior executives championed and were highly visible around
its release
• 32% our best thinkers and top executives were involved in
producing it
• 27% our organization as a whole worked in a coordinated fashion
to foster its success
• 21% We thoroughly trained our leadership and business
development team in how to understand and effectively
communicate the big ideas presented in the piece

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q17 SUCESS1: Think about the last exceptionally successful piece of thought leadership your organization produced. When it came its
marketing, amplification and distribution, which of the following were the most important drivers of, or the keys to, its exceptional success? Select all that apply. . Data: % who selected each item and net
percentage of respondents who selected at least one of those items among Total Global Thought Leadership Producers
CHARACTERISTIC 3: PROMOTIONAL FOLLOW
THROUGH AND SUPPORT FOR DISTRIBUTION
Net of:
• 40% we distributed it broadly and effectively
• 31% we effectively engaged our employees in its amplification
• 11% we supported it with paid promotion
PROMOTIONAL FOLLOW
THROUGH AND SUPPORT FOR
DISTRIBUTION
Of Producers credited
promotional follow through
and support for distribution
among the most important drivers of
their last exceptional Thought
Leadership success
58%

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q15 MARKETING: Within your organization, is thought leadership effective as a marketing tool? Select all that apply. Data: % who
selected “it increases our brand recognition”, ‘it enhances our brand reputation“, “it broadens people’s perceptions of our capabilities and of how they might work with us”, and “it builds trust in our
organization among potential clients” among Global Producers of Thought Leadership who say in Q14 QUALITY 2 that the overall quality of their organization’s Though Leadership is Very Good or Excellent
versus those who say it is Good, Mediocre, Poor or Very Poor
HIGHER-QUALITY THOUGHT LEADERSHIP GENERATES
GREATER BRAND IMPACT
A significant gap exists between organizations that produce high-quality
versus lower-quality thought leadership in achieving brand impact.
Producers of High-Quality
Thought Leadership
Producers of Low-Quality
Thought Leadership
17pt 18pt 13pt 18pt
69
52
69
51
60
47
64
46
INCREASES
BRAND
RECOGNITION
BROADENS
PERCEPTION OF
CAPABILITIES
INCREASES
BRAND
REPUTATION
BUILDS
TRUST

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q16 NEWBIZ: Within your organization, is thought leadership effective in generating new business opportunities? Select all that apply.
Data: % who selected “it gets us more RFPs”, ‘it helps us close and win business on proposals we have submitted“, “it helps us cross sell current clients”, and “it helps us maintain and strengthen relationships
with current clients so that it is easier to get the next sale” among Global Producers of Thought Leadership who say in Q14 QUALITY 2 that the overall quality of their organization’s Though Leadership is Very
Good or Excellent versus those who say it is Good, Mediocre, Poor or Very Poor
HIGHER-QUALITY THOUGHT LEADERSHIP GENERATES
ENHANCED SALES IMPACT
Producers of High-Quality
Thought Leadership
Producers of Low-Quality
Thought Leadership
9pt 11pt 15pt
23
14
31
20
44
29
ENABLES
CROSS-SELLING
GENERATES
RFPS
WINS
BUSINESS
A significant gap exists between organizations that produce high-quality
versus lower-quality Thought Leadership in achieving sales impact.
56
41
15pt
MAKES IT
EASIER TO GET
THE NEXT SALE

Source: 2020 Edelman-LinkedIn B2B Thought Leadership Impact Study. Q14 QUALOTY 2: What would you say is the overall quality of most of the thought leadership your organization produces?. Select
one response from among Very poor, poor, mediocre, good, every good, excellent. Data: % of Total U. S. Thought Leadership Producers who selected very good or excellent by Q13 TENURE segments
9%
of Producers creating Thought Leadership for less than one year say
the Thought Leadership their organization creates is of very good or
excellent quality
20%
of Producers creating Thought Leadership for 1-5 years say the
Thought Leadership their organization creates is of very good or
excellent quality
29%
excellent quality
29%
excellent quality
35%
of Producers creating Thought Leadership for 21+ years say the
excellent quality
COMMITMENT TO A CULTURE
OF THOUGHT LEADERSHIP
YIELDS GREATER REWARDS OVER TIME
32%
of Producers say the Thought
Leadership their organization
creates is of very good or
excellent quality

04BEST PRACTICES:
THE EDELMAN THOUGHT LEADERSHIP
FLYWHEEL

BEST PRACTICES:
THE EDELMAN THOUGHT
LEADERSHIP FLYWHEEL
WHITE
SPACE
ATTRIBUTION
BREVITY
TRUST
RELEVANCE
VISION

CAPITALIZE ON WHITE SPACE
Seek out timely topics that pose challenges for your
customers
Explore thought leadership topics at the intersections between
timely industry trends, customer pain points and your company’s
growth priorities.
Play the contrarian or unexpected angle
Conduct a media analysis to uncover opportunities to say something
novel, especially around crowded topics. Seek out new angles and a
counterintuitive POV.
Be bold and imaginative in your storytelling
B2B thought leadership need not be limited to whitepapers. Even for
well-covered topics, find creative and unexpected ways of delivering
your story to create whitespace and distinguish you from
competitors.
FIND OPPORTUNITIES WHERE YOUR BRAND CAN OWN
AND LEAD TIMELY CONVERSATIONS
WHITE
SPACE

BE RELEVANT
Avoid the “everything to everyone” trap
Narrow the target audience for Thought Leadership to a set of
companies, a particular industry or key function within the buyer
committee. The more specific your target, the more tailored your
communications can and should be.
Find customer insights in the trenches
Engage frontline sales and customer relationship managers early in
the Thought Teadership development process to uncover what
topics most concern current customers and prospects on a day-to-
day basis.
Embrace martech that fuels creative editorial content
Instead of a one-to-many editorial approach, embrace publishing
technologies that enable granular personalization and tailored
content experiences to niche audiences (e.g., website
personalization, progressive profiling, account-based marketing).
STRONG THOUGHT LEADERSHIP IS CLOSELY MAPPED TO
CUSTOMER NEEDS
RELEVANCE

SET A VISION
Explain not just “what” but “why"
Don’t just identify trends – demonstrate an understanding of why
things are happening in a way that nobody else can. Especially for
senior Decision-Makers, seek to explain the underlying causes of
trends that map back to their key business challenges.
Uncover what’s next for your customers
Inspire customers by looking around corners to find new
opportunities that will benefit them. Spend less time on the
features/benefits your company offers, and more time explaining
how your customers can gain a competitive advantage in the future.
Use big picture thinking to condition the selling
environment
Many companies focus on chasing down leads for product purchases.
Fewer invest the effort to earn credibility in the minds of customers
and create an environment that stimulates demand. Visionary ideas
are more likely to resonate with senior decision-makers, especially
those who think about their own business in holistic terms.
DECISION-MAKERS WANT TO KNOW WHERE THEIR
INDUSTRY IS GOING
VISION

EARN TRUST
Showcase your people to earn credibility
Harness the power of your people – senior executives, deep subject
matter experts and employee “amplifiers” – to convey your thought
leadership in a more personal and authentic style.
“Pay it forward” by teaching customers how to solve a
problem
Invest in journalistic-quality content and ideas that go beyond
products and services to educate customers and provide genuine
value and knowledge they can use. Generosity pays dividends.
Aspire to consistency and longevity
Explore how your Thought Leadership can be an ongoing franchise
rather than a one-off event in order to generate goodwill over time.
Increased followers, opt-in subscribers and ultimately, a captive
audience, are the rewards.
Align with trusted, recognizable voices outside of your
company
Enhance credibility through partnerships with industry influencers,
academia, media publishers and other sources of information that
your target audiences already know and trust.
BEING A TRUSTED SOURCE IS KEY TO DRIVING THOUGHT
LEADERSHIP ENGAGEMENT
TRUST

BE CONCISE
Think in terms of headlines
Imagine how a journalist would write a story about your Thought
Leadership. Anticipate the key messages and insights that people
would want to pass along to others. Craft your story around the
most memorable and quick-hitting ideas.
Entice readers along a journey
Create short, snackable media such as infographics and rich media
that capture attention, provide immediate value and motivate
readers to continue on to consume longer-from content. Break
down content into smaller chunks that can be easily consumed via
social media, email newsletters, etc.
Simplify complex stories with a human touch.
Consider video and audio as storytelling aids to quickly deliver hard-
to-digest information in a personable format that people want to
spend time consuming.
BREVITY IS OVERWHELMINGLY PREFERRED BY BUSY
PROFESSIONALS
BREVITY

MEASURE PROGRESS
Begin at the end
Before executing Thought Leadership campaigns, identify what
company leadership and the broader organization will consider
success, and how it will be measured.
Engage with sales early
Align sales and marketing on high-priority KPIs such as account lift,
MQL, SQL and other measures of how content is driving positive
customer behavior.
Adopt measurement tools aligned with your priorities
Ensure you have the right tech and data in place to understand
content performance from awareness through purchase – especially
site-side analytics that track customer actions after they have
consumed Thought Leadership.
Beyond “how many,” focus on “who”
Look beyond the large numbers typically tied to outbound tactics
such as impressions and anonymous clicks; dig deeper to verify the
identity and quality of the audience, and what kinds of interactions
thought leadership is driving.
THOUGHT LEADERSHIP CANNOT BE APPROPRIATELY
VALUED WITHOUT ATTRIBUTION
ATTRIBUTION

CONTACT US
Joe Kingsbury
U.S. Managing Director
Edelman Business Marketing
joe.kingsbury@edelman.com
David Bersoff, Ph.D.
Head of Global Thought Leadership Research
Edelman Intelligence
david.bersoff@edelmanintelligence.com
Tonia Ries
Global Executive Director
Edelman Intellectual Property
tonia.ries@edelman.com

2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL

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