Buyer Enablement Case Study- Unlocking Value with Senior Decision Makers

A UK-based professional services firm in the legal sector, was running senior breakfast briefings and roundtables for C-suite and Partner-level clients and prospects.

The firm invested heavily in high-quality senior events, but the commercial impact was inconsistent and disappointing.

Events rarely translated into follow-on conversations. Pipeline influence was difficult to attribute. Feedback was that the events were “interesting” but not “direction-setting”

Despite strong execution, value was poor.

What we did

Unlocked Value at the Edges of Senior Decision Moments

Diagnosis: Where Value Was Actually Being Lost

What was working

High quality attendance (Managing Partners, GCs, CFOs)
High-quality venues and facilitation
Relevant subject-matter expertise
Professional content delivery

What wasn’t

When we asked attendees what they thought of the events, two areas came up again and again:

1. Pre-event ambiguity

Many attendees arrived unsure of:

What the session was for and whether it was exploratory or directional
How prepared they were expected to be
How much personal contribution was expected

They were not primed to participate decisively and many arrived defensive.

2. Post-event diffusion

After the event, the expected actions happened promptly:

Slides and notes were circulated

Polite follow-ups were sent

Attendees circulated

Internally CRM activity was logged, leads scored, and shared with business development but no one felt authorised to move things forward. Not because of lack of interest or ownership, but because progress felt socially awkward and procedurally vague.

Buyer Enablement Insight

The issue wasnt persuasion or content quality. It was decision safety and role clarity.

From a Buyer Enablement perspective:

The highest-risk moments were before commitment to attend and after shared attention ended but almost all effort sat in the visible middle (the event itself).

This created a mismatch:

Effort concentrated where value was most visible
Value was lost where it was least owned

What we did: Reframing the Event as a Decision Environment

The event was redesigned not as a marketing activity, but as a decision environment.

The changes focused on the edges, not the centre.

Key changes implemented

Before the event

Clear framing sent to attendees:

What the session was and wasn’t
The type of participation expected from them
Why their presence specifically mattered and the personal risk that would be explored
Explicit permission to be exploratory but without commitment was clearly stated.

All this was done in an email followed up with a call from Business Development

After the event

Follow-ups reframed from “thanks for attending” to:

Clear articulation of what had collectively emerged
Personal risk and risk reduction restated
Three legitimate next steps, not optional suggestions. These ranged from hard "arrange an appointment with Business Development" to soft "learn more about xxx here"
Explicit signals that moving forward was appropriate and safe

The goal was not to push action, but to reduce the personal and reputational risk of taking it.

Results (12-week window)

Compared to previous senior events run by the firm:

+47% increase in post-event follow-up conversations
+30%+ increase in meetings progressing beyond first follow-up
2.1× improvement in pipeline influenced per event
Significantly clearer internal handover between marketing and fee-earners

Qualitatively:

Partners reported conversations felt “easier to continue”

Attendees referenced events unprompted in later discussions

Follow-ups shifted from polite to purposeful

The Broader Pattern

This was not an “events problem”, but it reflects a wider B2B pattern:

Sales optimises opportunities, not internal readiness. Marketing optimises content and communication, not decision confidence.

Buying groups meet, but leave without shared ownership and in each case the visible centre is over-optimised, but the edges are neglected.

What This Demonstrates About Buyer Enablement

Buyer Enablement is not about adding more material and instead it's about:

Reducing exposure
identifying and reducing personal risk
Legitimising participation
Making “what happens next” feel safe.

The biggest opportunity sits before commitment is made and

after attention disperses. That’s where value stops leaking and starts compounding.

If this feels familiar

And you are investing in client meetings but not seeting the value, Buyer Enablement may be what’s missing.

Let’s talk about your situation