What we’ve learned in one year of vertical campaigns
Over the past 12 months, at Mallei,
we’ve observed an interesting trend
An increasing number of IT and technology companies have turned to us to structure effective lead generation campaigns. This includes not only innovative startups but also well-established companies offering complex solutions, from predictive artificial intelligence to financial optimisation services for cloud infrastructure, from enterprise software development to training events for public sector organisations.
The B2B tech market is becoming increasingly crowded: decision-makers are inundated with messages and commercial offers, making it a critical challenge to generate qualified appointments or tangible commitments.
As we will see, results vary greatly depending on how the strategy is set up.
We analysed data from dozens of IT projects and identified clear patterns that determine the success or failure of a campaign. Here, we share our insights, backed by real numbers and practical lessons.
B2B marketing in the IT world comes with unique dynamics that make it very different from other sectors. The offerings are often technically complex, the perceived value is not always immediate, and decision-makers such as CTOs, CIOs, and IT managers are highly specialised figures who are difficult to reach and even harder to convince.
Additionally, sales cycles can be long, particularly for enterprise solutions or digital transformation projects. This means that a lead generation campaign cannot focus solely on volume; it must generate qualified contacts, ready for meaningful dialogue, ideally already aware of the value of the proposed solution.
Traditional marketing, built on generic awareness or poorly targeted push campaigns, often fails in tech B2B. More sophisticated strategies are required, combining valuable content, multi-channel touchpoints, and precise timing.
THE CONTEXT
why is IT marketing different?
B2B marketing in the IT world comes with unique dynamics that make it very different from other sectors. The offerings are often technically complex, the perceived value is not always immediate, and decision-makers such as CTOs, CIOs, and IT managers are highly specialised figures who are difficult to reach and even harder to convince.
Additionally, sales cycles can be long, particularly for enterprise solutions or digital transformation projects. This means that a lead generation campaign cannot focus solely on volume; it must generate qualified contacts, ready for meaningful dialogue, ideally already aware of the value of the proposed solution.
Traditional marketing, built on generic awareness or poorly targeted push campaigns, often fails in tech B2B. More sophisticated strategies are required, combining valuable content, multi-channel touchpoints, and precise timing.
How we worked
Methodology and omnichannel approach (yes, but not always)
All the projects we analysed followed a structured three-phase approach:
INITIAL STRATEGIC ANALYSIS
Before launching any campaign, we worked with clients to define the ideal target, the positioning of the offer, and realistic objectives based on the market context.
OMNICHANNEL VS. SINGLE CHANNEL STRATEGY
In most cases, we implemented a mix of channels: LinkedIn, email, outbound calls, physical or digital events. All thought out to maximise coverage and resonance. In some cases, due to particular circumstances or tight timelines, we tested single-channel approaches, which (spoiler!) proved effective in those instances.
CONVERSION MEASUREMENTS
We defined conversion as achieving one of two key objectives: generating qualified commercial appointments or securing registrations for events (webinars, workshops, conferences). Both represent a concrete commitment from the prospect.
The analysis that follows is based on seven macro-categories of projects, each representative of a type of IT offering and a specific target audience. Performance data are aggregated to provide an overall view of the sector, which, in our opinion, outlines a clear and tangible path. What emerges from the data collected over 12 months of activity? The differences between the various categories are significant and tell different stories. Keep reading to discover them in detail.
1
of 7
AI-Based Predictive Solutions for Large Enterprises
Average performance: 6.23%
Campaigns for predictive artificial intelligence solutions, aimed at large enterprises to optimise processes, anticipate behaviours, or automate decisions, recorded an average conversion rate of 6.23%.
A solid results that reflects two key factors:
AI is perceived as strategic and innovative, naturally attracting decision-makers’ attention.
Large enterprises have structured budgets and decision-making processes, facilitating conversion from interest to concrete dialogue.
Less scatter, more authentic relationships. However, sales cycles remain long and complex. Initial conversion is promising, but patience and continuous nurturing are required to transform it into a contract.
Swipe right to discover the other results
2
of 7
IT Financial Optimisation (FinOps) Services for Enterprises
Average performance: 1.80%
Financial optimisation services for IT infrastructures, often related to cloud cost optimisation or FinOps, instead underperformed expectations, with an average conversion rate of 1.80%.
Why?
The topic is perceived as “technical” and less strategic than AI or digital transformation, often delegated to operational roles rather than C-level executives.
The value of the offer is not immediately tangible: saving on cloud costs is important but less compelling than innovating with AI.
Enterprises tend to be wary of external providers for sensitive IT costs.
In this case, a deeper awareness-building phase is essential before pursuing direct lead generation. Educational content, demonstrable ROI case studies, and a consultative approach are critical.
Swipe right to discover the other results
3
of 7
Software Development for Medium and Large Companies
Average performance: 4.16%
Campaigns for custom software development targeting medium and large Italian companies achieved an average conversion rate of 4.16%.
What we’ve noticed?
The Italian software development market is mature but competitive. Many companies already have preferred providers, so a clear value proposition is essential.
Message quality is crucial: generic campaigns (“we offer software development”) performed poorly; those focused on specific niches (“software for logistics”) doubled results.
The lesson? Specialisation and a multi-channel mix are key to reaching decision-makers often overwhelmed with messages.
Swipe right to discover the other results
4
of 7
Lead Generation for Public Sector Software Events
Average performance: 15.88%
This is the most surprising finding of the entire analysis. Lead generation campaigns related to events on software solutions for the Public Administration achieved an average conversion rate that is more than double that of any other category.
What explains this exceptional performance?
The tangibility of the event: inviting someone to an event with a date, agenda, and speakers reduces friction compared to a generic request for a sales meeting. The event is perceived as a professional opportunity, not just a sales pitch.
The public administration target is highly receptive: the Italian Public Administration is under pressure to digitalize (PNRR, new regulations). IT managers within public administrations are actively seeking solutions and training opportunities.
The telephone approach with structured follow-up: a single channel, but extremely optimized. Multiple, personalized, and well-spaced follow-ups allowed a trust-based relationship to be built. Furthermore, event registration was completed in most cases live during the call, eliminating any friction and ensuring immediate commitment. Our work didn’t stop at registration: together with the client, we structured targeted post-event touchpoints to turn participants into concrete business opportunities.
This category demonstrates that, when the context is mature, the format is right, and the telephone approach is structured with patience and method, the results can exceed all expectations.
Swipe right to discover the other results
5
of 7
Generalist Enterprise Events
Average performance: 1.41%
At the opposite extreme, lead generation campaigns for more generalist enterprise events, such as broad conferences without a specific vertical focus, recorded an average conversion rate of 1.41%. The contrast with public administration events is clear. Why is there such a prominent difference?
Cold and overloaded target: enterprise decision-makers such as CTOs, CIOs, and innovation directors receive dozens of event invitations every month. The attention threshold is very high, and only truly relevant events manage to stand out.
Lack of perceived urgency: unlike the public administration, which faces regulatory deadlines and PNRR objectives, large private companies do not always perceive the urgency to attend a generic event.
Undifferentiated format: overly broad events with generic themes (“Digital Innovation” or “Cybersecurity”) struggle to capture the interest of senior profiles, who seek vertical, immediately applicable content.
The takeaway here is clear: In tech B2B, specificity beats generality. Fill the agenda with ultra-targeted content, concrete case studies, and recognised speakers.
Swipe right to discover the other results
6
of 7
ERP and APS Solutions for Supply Chains
Average performance: 3.23%
Campaigns for ERP (Enterprise Resource Planning) and APS (Advanced Planning & Scheduling) solutions, aimed at companies managing complex supply chains, recorded an average conversion rate of 3.23%. A result that falls within a good range, but with interesting dynamics to analyse:
Highly qualified but cautious target: companies with complex supply chains know they need advanced tools, but the choice of an ERP or APS system is a strategic decision involving multiple business functions (operations, IT, finance). This lengthens conversion times and requires more nurturing.
Perceived implementation complexity: many companies fear ERP projects due to their reputation for being long, costly, and risky. Overcoming this psychological barrier requires solid case studies, support guarantees, and communication that reassures about the adoption process.
Vertical niche with specific needs: companies in the supply chain have very concrete pain points (delays, stockouts, logistical inefficiencies). Campaigns that addressed these issues directly with vertical examples and measurable ROI performed better than average.
The takeaway for this segment? The key is to build trust and demonstrate vertical expertise. It’s not enough to say “we have an excellent ERP”; you need to show that you truly understand supply chain processes and have already solved similar problems for comparable companies.
Swipe right to discover the other results
7
of 7
Microsoft Dynamics CRM Solutions for Mid-Market Companies
Average performance: 3.59%
Campaigns for CRM solutions based on Microsoft Dynamics, targeting mid-market companies (with €50–100 million in revenue) operating in various sectors, achieved an average conversion rate of 3.59%. A result slightly higher than ERP, reflecting some specific dynamics:
The Microsoft brand as a reassuring factor: unlike more niche CRM solutions, Microsoft Dynamics benefits from the credibility of the Microsoft brand. This reduces initial resistance, especially in companies that already use the Microsoft ecosystem (Office 365, Azure).
Cross-sector reach as a challenge: targeting multiple sectors has been both a strength (broad potential market) and a weakness (difficulty in creating hyper-vertical messaging). Campaigns that successfully segmented by sector (e.g., manufacturing vs. services) performed better.
CRM market maturity: unlike more innovative solutions such as predictive AI, CRM is a well-established category. Most mid-market companies know what a CRM is and why they might need it, reducing the effort required for awareness.
The lesson here is twofold: on one hand, leveraging the strength of an enterprise brand like Microsoft helps lower barriers. On the other hand, even in a mature market like CRM, vertical segmentation and message personalisation make the difference between a 2% and a 5% conversion rate.
1.
AI-Based Predictive Solutions for Large Enterprises
Average performance: 6.23%
Campaigns for predictive artificial intelligence solutions, aimed at large enterprises to optimise processes, anticipate behaviours, or automate decisions, recorded an average conversion rate of 6.23%.
A solid results that reflects two key factors:
AI is perceived as strategic and innovative, naturally attracting decision-makers’ attention.
Large enterprises have structured budgets and decision-making processes, facilitating conversion from interest to concrete dialogue.
Less scatter, more authentic relationships. However, sales cycles remain long and complex. Initial conversion is promising, but patience and continuous nurturing are required to transform it into a contract.
2.
IT Financial Optimisation (FinOps) Services for Enterprises
Average performance: 1.80%
Financial optimisation services for IT infrastructures, often related to cloud cost optimisation or FinOps, instead underperformed expectations, with an average conversion rate of 1.80%.
Why?
The topic is perceived as “technical” and less strategic than AI or digital transformation, often delegated to operational roles rather than C-level executives.
The value of the offer is not immediately tangible; saving on cloud costs is important but less compelling than innovating with AI.
Enterprises tend to be wary of external providers for sensitive IT costs.
In this case, a deeper awareness-building phase is essential before pursuing direct lead generation. Educational content, demonstrable ROI case studies, and a consultative approach are critical.
3.
Software Development for Medium and Large Companies
Average performance: 4.16%
Campaigns for custom software development targeting medium and large Italian companies achieved an average conversion rate of 4.16%.
What we’ve noticed?
The Italian software development market is mature but competitive. Many companies already have preferred providers, so a clear value proposition is essential.
Message quality is crucial: generic campaigns (“we offer software development”) performed poorly; those focused on specific niches (“software for logistics”) doubled results.
The lesson? Specialisation and a multi-channel mix are key to reaching decision-makers often overwhelmed with messages.
4.
Lead Generation for Public Sector Software Events
Average performance: 15.88%
This is the most surprising finding of the entire analysis. Lead generation campaigns related to events on software solutions for the Public Administration achieved an average conversion rate that is more than double that of any other category.
What explains this exceptional performance?:
The tangibility of the event: inviting someone to an event with a date, agenda, and speakers reduces friction compared to a generic request for a sales meeting. The event is perceived as a professional opportunity, not just a sales pitch.
The public administration target is highly receptive: the Italian Public Administration is under pressure to digitalize (PNRR, new regulations). IT managers within public administrations are actively seeking solutions and training opportunities.
The telephone approach with structured follow-up: a single channel, but extremely optimized. Multiple, personalized, and well-spaced follow-ups allowed a trust-based relationship to be built. Furthermore, event registration was completed in most cases live during the call, eliminating any friction and ensuring immediate commitment. Our work didn’t stop at registration: together with the client, we structured targeted post-event touchpoints to turn participants into concrete business opportunities.
This category demonstrates that, when the context is mature, the format is right, and the telephone approach is structured with patience and method, the results can exceed all expectations.
5.
Generalist Enterprise Events
Average performance: 1.41%
At the opposite extreme, lead generation campaigns for more generalist enterprise events, such as broad conferences without a specific vertical focus, recorded an average conversion rate of 1.41%. The contrast with public administration events is clear. Why is there such a prominent difference?
Cold and overloaded target: enterprise decision-makers such as CTOs, CIOs, and innovation directors receive dozens of event invitations every month. The attention threshold is very high, and only truly relevant events manage to stand out.
Lack of perceived urgency: unlike the public administration, which faces regulatory deadlines and PNRR objectives, large private companies do not always perceive the urgency to attend a generic event.
Undifferentiated format: overly broad events with generic themes (‘Digital Innovation’ or ‘Cybersecurity’) struggle to capture the interest of senior profiles, who seek vertical, immediately applicable content.
The takeaway here is clear: In tech B2B, specificity beats generality. Fill the agenda with ultra-targeted content, concrete case studies, and recognised speakers.
6.
ERP and APS Solutions for Supply Chains
Average performance: 3.23%
Campaigns for ERP (Enterprise Resource Planning) and APS (Advanced Planning & Scheduling) solutions, aimed at companies managing complex supply chains, recorded an average conversion rate of 3.23%. A result that falls within a good range, but with interesting dynamics to analyze:
Highly qualified but cautious target: companies with complex supply chains know they need advanced tools, but the choice of an ERP or APS system is a strategic decision involving multiple business functions (operations, IT, finance). This lengthens conversion times and requires more nurturing.
Perceived implementation complexity: many companies fear ERP projects due to their reputation for being long, costly, and risky. Overcoming this psychological barrier requires solid case studies, support guarantees, and communication that reassures about the adoption process.
Vertical niche with specific needs: companies in the supply chain have very concrete pain points (delays, stockouts, logistical inefficiencies). Campaigns that addressed these issues directly with vertical examples and measurable ROI performed better than average.
The takeaway for this segment? The key is to build trust and demonstrate vertical expertise. It’s not enough to say ‘we have an excellent ERP’; you need to show that you truly understand supply chain processes and have already solved similar problems for comparable companies.
7.
Microsoft Dynamics CRM Solutions for Mid-Market Companies
Average performance: 3.59%
Campaigns for CRM solutions based on Microsoft Dynamics, targeting mid-market companies (with €50–100 million in revenue) operating in various sectors, achieved an average conversion rate of 3.59%. A result slightly higher than ERP, reflecting some specific dynamics:
The Microsoft brand as a reassuring factor: unlike more niche CRM solutions, Microsoft Dynamics benefits from the credibility of the Microsoft brand. This reduces initial resistance, especially in companies that already use the Microsoft ecosystem (Office 365, Azure).
Cross-sector reach as a challenge: targeting multiple sectors has been both a strength (broad potential market) and a weakness (difficulty in creating hyper-vertical messaging). Campaigns that successfully segmented by sector (e.g., manufacturing vs. services) performed better.
CRM market maturity: unlike more innovative solutions such as predictive AI, CRM is a well-established category. Most mid-market companies know what a CRM is and why they might need it, reducing the effort required for awareness.
The lesson here is twofold: on one hand, leveraging the strength of an enterprise brand like Microsoft helps lower barriers. On the other hand, even in a mature market like CRM, vertical segmentation and message personalization make the difference between a 2% and a 5% conversion rate.
THELessons Learned
WHAT WORKS AD WHAT DOESN’T
After 12 months of campaigns, seven categories of projects analyzed, and thousands of interactions, we have distilled (for now, because everything changes quickly and we don’t like to get bored) some fundamental lessons that today guide our approach to lead generation in the IT sector. These lessons emerge from the comparison between extreme performances and the nuances of intermediate cases.
1
Not All Campaigns Are The Same
The Importance of Pre-Analysis
The first mistake we often see, even by mature tech companies, is starting campaigns without first clearly defining:
Who the ideal target is and what are their pain points
What the distinctive positioning of the offering is
What conversion expectations are realistic for that market
Which channels and messages is likely to work best
Take, for example, the comparison between FinOps (1.80%) and predictive AI (6.23%): both are enterprise solutions, but one is perceived as strategic innovation and the other as technical optimization.
Or let’s compare ERP for supply chain (3.23%) and Dynamics CRM (3.59%): similar performance, but completely different dynamics. One requires long cycles and multi-function decision-making, while the other benefits from the Microsoft brand and more agile processes.
In reality, thanks to tens of thousands of contacts made (essentially speaking directly with prospects), we know that changing a CRM system can be a daunting operation for companies.
Skipping the strategic analysis phase means wasting budget on generic campaigns. Investing even just one week to understand the context, fine-tune the message, and set realistic expectations can make the difference between success and failure.
2
The Right Channel at the Right Time
Omnichannel Isn’t Always the Answer
One of the most interesting findings concerns the effectiveness of the channels. Contrary to what one might think, omnichannel is not always the best solution. The case of public administration events demonstrates this clearly: a 15.88% conversion rate using exclusively the telephone channel, but with a structured approach.
The key is not to multiply touchpoints at random, but to choose the right channel and use it to its fullest—test, then scale:
Telephone with structured follow-up: ideal for PA events, guiding prospects through the registration process live. Patience, personalisation, and post-event follow-up are crucial.
LinkedIn + email + telephone mix: effective for software development (4.16%) and AI solutions (6.23%), where enterprise targets are difficult to reach and intelligent multi-channel persistence is required. Again, patience.
Targeted approaches for complex decisions: for ERP/APS and Dynamics CRM (both around 3.5%), it’s essential to balance volume and depth in order to reach multiple stakeholders (IT, operations, finance) with messages personalized by role. And guess what? Patience.
The lesson is that there is no universal formula. The channel must be chosen based on the target, the type of offer, and, most importantly, the complexity of the purchase decision. And when you select a channel, use it to its full potential before adding others. Even two companies in the same sector, with the same target, may perform very differently, as what works for one may not work at all for the other.
3
The Weight of Brand and Market Maturity
Our data reveals how much two often underrated factors matter:
the strength of the brand associated with the offering and the maturity of the market category.
The case of Microsoft Dynamics is emblematic: despite being a CRM in a competitive market and targeting multiple sectors, it performed slightly better than ERP supply chain solutions due to the credibility of the Microsoft brand. Mid-market companies already using Office 365 or Azure perceive Dynamics as a safe choice, reducing initial resistance.
Similarly, the maturity of the category plays a crucial role:
Mature categories: the market already understands what they are and why they might be needed. Awareness work is minimal, but competition is high. Differentiation requires vertical expertise and specific use cases.
Emerging categories: more awareness is needed, but there is less competition.
Niche categories: small market but highly specific needs. Those operating in supply chains know their concrete problems—speak their language and demonstrate tangible ROI.
If you have a strong brand or operate in a mature category, leverage it. If not, be prepared to invest more in education and credibility-building before pushing direct lead generation.
4
Distinguishing Awareness from Direct Lead Generation
Una delle scoperte più importanti riguarda la differenza tra campagne di awareness e campagne prettamente commerciali.
Looking at our seven cases, a clear pattern emerges: you cannot sell what the market does not yet perceive as an urgent problem.
FinOps is the perfect example: optimising cloud costs is objectively important, but many enterprise companies do not (yet) see it as a strategic priority. We were trying to generate direct meetings on a topic that first required awareness and education.
By contrast, consider AI solutions or public administration events: in the first case, AI is perceived as strategic innovation by C-level executives; in the second, the public administration is under regulatory pressure (PNRR) and actively seeks solutions. In both cases, the market was ready.
The same logic applies to supply chain ERP: companies know they have problems (delays, stockouts), but implementing an ERP is intimidating. A gradual approach is needed:
First phase (awareness): educational content, training webinars, detailed case studies, white papers. Objective: demonstrate ROI, reassure about the process, and position as experts and partners.
Second phase (lead generation): only after building awareness and trust, launch direct lead generation campaigns (appointments, demos, trials).
Confusing the two phases leads to frustration and wasted budget. Always calibrate expectations: if the market is not mature or the problem is not perceived as urgent, don’t expect high conversions from pure lead generation. First educate, then convert.
5
The “Event” Format as an Accelerator
(Only If Well-Calibrated)
The contrast between PA events (15.88%) and generalist enterprise events (1.41%) taught us a key lesson: the event format is extremely powerful, but only if tailored to the target and content.
What made the difference for PA events?
Hyper-vertical content: not generic digital innovation, but software solutions specifically for the Public Administration with concrete regulatory references.
Motivated target: the public administration is under pressure (PNRR, mandatory digitalisation) and actively seeks solutions and training.
Structured telephone approach: multiple follow-ups, live registration, and continuous support up to the event and beyond.
Networking as added value: the opportunity to connect with colleagues from other public administrations, share best practices, and build a community.
By contrast, generalist enterprise events failed precisely because they lacked these elements: overly broad content, a target overloaded with similar invitations, no perceived urgency, and an undifferentiated format.
The takeaway: if you want to use the event format, you need to offer ultra-targeted content, recognised speakers, concrete use cases, and above all, a compelling reason for the target to dedicate their valuable time.
6
Quality Always Trumps Volume
a lesson that applies across all seven cases:
in B2B tech, the quality of the message matters more than the volume of contacts. This holds true for all channels and all categories.
Take software development: campaigns that segmented by vertical (‘logistics software’) doubled the results compared to generic campaigns (‘we offer software development’). The same applies to Dynamics CRM: when we segmented by sector instead of addressing ‘mid-market companies’ indiscriminately, performance improved significantly.
IT decision-makers, whether enterprise CTOs, supply chain managers, or IT directors in the public administration, are well-educated and overloaded. They can instantly recognise:
The generic template vs. a proposal tailored for them
Those who speak their industry language vs. those who use generic buzzwords
Those who have studied their problems vs. those who just want to sell something
Take supply chain ERP: saying “we have an excellent ERP” gets you nowhere. But saying “we helped a manufacturing company like yours reduce stockouts by 35% and delivery delays by 28%” opens the conversation.
7
Managing Expectations
Realistic Redemption by Category
The final lesson, perhaps the most important for those commissioning campaigns, concerns setting realistic expectations. Too often we see clients disappointed by a 3% conversion rate, without realizing that for their category, it is an excellent result.
Our data clearly show that performance varies enormously:
Exceptional performance (10–16%): possible with vertical events targeting motivated audiences and a structured approach. Not easily replicable.
Very good performance (4–6%): solutions perceived as strategic. A reasonable goal for well-executed campaigns.
Good performance (3–4%): typical for solutions with long sales cycles. Not a failure, but the reality of the market.
Low performance (1–2%): typical of immature categories, overly generic events, new products, or ‘cold’ targets. A signal that awareness is needed first.
Understanding where your offering falls within this spectrum is crucial for allocating budget correctly, avoiding wasted resources on unrealistic expectations, and celebrating successes when they occur.
A 3.5% conversion for mid-market CRM is a good result; comparing it to the 15.88% of public administration events is like comparing apples to oranges.
BONUS: The Hidden Factor That Makes the Difference
There is one final element, perhaps the most important operationally, that we want to share: handling objections. Over the 12 months analysed, we discovered that the difference between a campaign converting at 2% and one at 4–5% often lies not only in strategy or channels but in the ability to respond effectively to prospect objections during conversations.
Whether it’s a phone call for a PA event, an email follow-up for an AI solution, or a qualified appointment for an ERP supply chain, prospects always raise objections: “Now’s not the right time,” “We already have a provider,” “How much does it cost?” “I don’t have time,” “I need to discuss it with the team.”
These objections are normal, legitimate, and manageable. But only under two conditions:
Close Collaborative Relationship with the Client
We cannot handle complex technical, commercial, or competitive objections without an open and continuous dialogue with the client. There must be mutual trust where the client shares market insights, competitor data, and the strengths and weaknesses of their own offering. Where we can ask uncomfortable questions and receive honest answers. Where, if something isn’t working, we can openly adjust the approach.
The most successful cases, both quantitatively and, more importantly, qualitatively, were those where the client relationship was collaborative, not transactional. Where we could call and ask, “They’re saying this, how do we respond?” and receive immediate feedback.
Internal Training, aka “Opening the Doors”
Another critical factor is the client’s willingness to provide guidance and share their expertise with us. This does not mean deep technical training, we are not, nor do we want to become, IT specialists. Rather, the client must “open the doors” to show how the product really works, the problems it solves, why a client should choose it over competitors, typical use cases, and best-performing sectors.
This training doesn’t need to be a 40-hour university course. It can include:
An initial session where the client presents the offer, differentiators, key competitors, and common objections
Access to key materials: commercial presentations, case studies, product sheets, FAQs
Availability for quick consultations when new objections or unexpected situations arise
Continuous feedback on conversations and appointments: “Did this response work?” “What would you have said in this situation?”
When this happens, we become far more effective. We are no longer just “making calls” or “sending emails”; we become an extension of the sales team, capable of speaking knowledgeably, responding confidently, and conveying credible enthusiasm.
Conclusions
From Data to Strategy
The data we’ve shared tell a clear story: in the B2B IT sector, there are no magic formulas, but there are strategic principles that work.
Whether you are selling AI solutions to large enterprises, supply chain ERP, mid-market CRM, FinOps services, custom software development, or organizing events for the public administration or enterprises, the first step is always the same: understand the context.
Where is the market positioned? Is it mature or emerging?
How receptive is the target audience? Are they under pressure (public sector with PNRR funds) or saturated with messages (enterprise)?
What is the level of problem awareness? Does the target know they have that need?
Which channel is most suitable? Structured phone outreach, an omnichannel mix, or a targeted multi-stakeholder approach?
What are the realistic expectations? A 3.5% rate can be a success, 6% excellent, and 15% exceptional, it depends on the category.
Only after collaboratively answering these questions, can we build an effective campaign. And only with calibrated expectations can results be measured honestly, without unnecessary frustration.
Our 12 months of data in the IT sector have taught us that there are no shortcuts: you need strategy, analysis, personalization, patience, and—when necessary—the courage to invest first in awareness and then in direct conversion. Those who seek immediate results without doing this work risk wasting budget and demoralizing the sales team with low-quality leads.
But when things are done well, results come. And they’re sustainable results, because they’re built on solid foundations.
At Mallei, we believe that B2B tech marketing must be done this way. With respect for the client, for their budget, and for their time. With the honesty to say “this campaign may deliver 3%, not 10%,” and with the expertise to explain why.
With the aim of building long-term relationships, not just burning through contact lists.
If you want to understand how to apply these insights to your own business, we are here. Not to sell you a standardized solution, but to work together to see where you fall on the performance spectrum, which levers you can activate, and what results you can realistically expect.
Every IT company has adifferent story and deserves a tailored strategy
COO of Mallei Srl, she started in Social Media and then specialized in project management, following a path that combines technology and communication. With experience spanning B2C and B2B, she focuses on clear processes, authentic leadership, and personal branding as a strategic lever. She believes that innovation, method, and effective communication are essential elements for growing both people and companies.
