One of the patterns I keep coming back to in growing organizations has very little to do with capability or ambition. In most cases, the people involved are thoughtful, motivated, and deeply invested in what they are building. The tension shows up later, at the point where early confidence meets real consequence.

As we approach 2026, however, the more meaningful shift is happening beneath the surface, in how marketing is expected to function inside organizations.

Ask any industrial supplier what drives their customers, and you’ll probably get the usual: performance, reliability, price. In other words, logic.

If you work in industrial marketing, you know the feeling: new platforms popping up, competitors launching flashy campaigns, and your leadership team asking to be everywhere at once. It’s easy to think that being busy means you’re making progress. But being busy and being effective? Not the same thing.

In industrial markets, credibility is everything. Buyers make decisions that affect production schedules, product quality, and long-term performance. They do not move quickly, and they rarely act on the first impression. They move toward what feels familiar, consistent, and reliable.

In almost every conversation with established industrial companies, one phrase eventually surfaces: “We’ve always done it this way.”

In industrial markets, reputation is everything. But here’s the thing: a lot of companies have brands that just don’t show what they’re really about. Maybe you’ve invested in better products, grown your team, or built great relationships with customers.

Launching a website feels like planting a seed. You put in the work, publish it, and finally have a digital home for your business. And, while very important, it’s still only one seed.

A supplier may believe they are clearly communicating value, reliability, or performance. They know their story inside and out. But when the customer hears it, it may not land at all. It may sound like croaks and buzzes.

In sports, some players are forever linked with a team, no matter where they finish their careers. In business, suppliers often occupy a similar space in the minds of their customers. Once a buyer associates you with a specific strength, role, or niche, you become that identity in their minds.

As a supplier, you might be proud of the “ocean” in your story. Maybe it’s your global reach, your decades of experience, or the breadth of your product line. You put that front and center, confident that it’s what will impress.

The other night, my wife asked if the doctor had called with my test results. I told her he hadn’t, but that if he wasn’t worried, I wouldn’t be either. After all, I said, “He’s the best in the city.” Her response was quick: “Everyone likes to think their doctor is the best in the city.”