Five reasons
to believe
Five reasons
to believe
Belief is not a side effect of marketing. It is the job of marketing. It’s the entry point in the buying process. Whether consciously or not, buyers recognise this.
Across every signal, every format, and every interaction, buyers do want trust. But they know it cannot come from marketing. Therefore, when marketing overpromises by aiming for trust too soon, it risks the opposite effect – damaging credibility before the relationship has even begun.
What buyers need is conviction that’s strong enough to help them take the next step. And our research shows that this belief is shaped by pressure, tested by content, sharpened by AI and challenged by the difference between performance and proof.
With that in mind, here are the five key takeouts from this year’s Art & Science report:
1.
Our job is to build belief
Marketing does not build trust, it builds belief – the fragile conviction that opens the door. Almost all (95%) buyers pass through belief before trust, yet too much content still aims at achieving trust too soon. Thought leadership is the clearest example: it only works when it provides enough proof to create belief, not when it performs for attention.
2.
Building belief is not easy
Belief cannot be reduced to a formula. It shifts with the pressures our Belief cannot be reduced to a formula, it shifts with the pressures our customers face. Forces such as AI overload (50%), rising customer demand (46%), team burnout (41%) and sustainability obligations (38%) all play a key role – and whatever works today may well fail tomorrow. Belief is not a one-off achievement but an ongoing challenge that must be continually earned.
2.
Building belief is not easy
Belief cannot be reduced to a formula, it shifts with the pressures our customers face. Forces such as AI overload (50%), rising customer demand (46%), team burnout (41%) and sustainability obligations (38%) all play a key role – and whatever works today may well fail tomorrow. Belief is not a one-off achievement but an ongoing challenge that must be continually earned.
3.
Decision makers are scared, not sharper
Decision makers are scared of making the wrong call in a more complex, more public environment than ever. Over half (54%) now review priorities more often, 49% scrutinise AI governance and 43% emphasise transparency. That’s why buyers loop, revisit and double-check. Content dysmorphia and AI fuel the cycle, leading to more consumption yet less confidence.
4.
Belief is pursued everywhere
Buyers will test any format for a human signal and their attention isn’t spread evenly: 44% goes to existing providers, 30% goes to other vendors and 27% goes to third parties. This means incumbents begin with the advantage while challengers must build belief earlier. Thought leadership is only credible when it spreads across formats and what buyers are really seeking is the whites of their eyes – conviction they can see for themselves.
4.
Belief is pursued everywhere
Buyers will test any format for a human signal and their attention isn’t spread evenly: 44% goes to existing providers, 30% goes to other vendors and 27% goes to third parties. This means incumbents begin with the advantage while challengers must build belief earlier. Thought leadership is only credible when it spreads across formats and what buyers are really seeking is the whites of their eyes – conviction they can see for themselves.
5.
AI must be used with intent
Using AI is not a simple yes/no decision. We must therefore begin by asking ‘what can AI do for our customers?’ AI’s value lies in reducing content overload by clarifying and tailoring, which is why most (82%) IT decision makers want AI to help them understand. Used transparently, it helps buyers reach the “finally” moment. However, when used to impersonate leadership, it’s obvious there’s a lack of conviction – which is perhaps why 30% say AI erodes belief. Credibility cannot be automated – it must come from real people.
The danger of aiming for trust too soon
When marketing reaches for trust before belief is established, it backfires. Buyers often recognise the overpromise instantly. Instead of building confidence, it creates suspicion.
Trust is earned through delivery and performance, not via early claims on a marketing asset. Trying to prove trust too early sets an expectation the business cannot yet meet – and once broken, credibility is almost impossible to repair.
The danger of aiming for trust too soon
When marketing reaches for trust before belief is established, it backfires. Buyers often recognise the overpromise instantly. Instead of building confidence, it creates suspicion.
Trust is earned through delivery and performance, not via early claims on a marketing asset. Trying to prove trust too early sets an expectation the business cannot yet meet – and once broken, credibility is almost impossible to repair.
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