1 Iida Heikkonen Triggering engagement through content marketing A case study on the role of content marketing in B2B decision-making School of marketing and communications Master’s thesis in marketing management Vaasa 2025 2 Vaasan yliopisto School of marketing and communications Tekijä: Iida Heikkonen Tutkielman nimi: Triggering engagement through content marketing: A case study on the role of content marketing in B2B decision-making Tutkinto: Master of Science in Economics and Business Administration Oppiaine: Marketing management Työn ohjaaja: Hannu Makkonen Valmistumisvuosi: 2025 Sivumäärä: 89 Tiivistelmä: Digitalisaation ja sosiaalisen median nousun myötä merkittävä osa ostoprosessista tapahtuu verkossa ja suuri osa ostoprosessin vaiheista tapahtuu ilman suoraa yhteyttä myyjään. Tämä kehitys on siirtänyt kontrollia myyjiltä ostajille, ja samalla haastanut yrityksiä uudistamaan tapo- jaan olla läsnä asiakkailleen digitaalisessa ympäristössä. Jotta yritys voi säilyttää asemansa ja kilpailukykynsä markkinoilla, sen on kyettävä rakentamaan ja ylläpitämään asiakasarvoa myös verkossa. Tässä yhteydessä asiakassitoutuminen on noussut keskeiseksi käsitteeksi. Sitoutumi- sella viitataan asiakkaan kognitiiviseen ja emotionaaliseen suhtautumiseen ja käyttäytymiseen yritystä tai brändiä kohtaan. Sitoutuminen on kumulatiivinen prosessi, joka rakentuu monien vuorovaikutusten, kosketuspisteiden ja kokemusten kautta. Sisältömarkkinointi on noussut kes- keiseksi keinoksi vastata tähän muutokseen. Sen tavoitteena on tuottaa kohderyhmälle arvoa tarjoavaa, hyödyllistä ja merkityksellistä sisältöä, joka tukee asiakkaan tiedonhakua ja päätök- sentekoa. B2B-kontekstissa sisältömarkkinoinnin merkitys korostuu erityisesti siksi, että osto- päätökset ovat usein monivaiheisia, harkittuja ja usean sidosryhmän yhteisiä. Tämän tutkimuksen tarkoituksena on selvittää, miten sisältömarkkinoinnin keinoin voidaan tu- kea asiakassitoutumisen muodostumista ja ylläpitämistä B2B-ympäristössä. Tutkimuksessa tar- kastellaan, mitä sitoutuminen tarkoittaa, mistä se syntyy ja millaisia vaikutuksia sillä on asiakas- suhteen kehittymisessä. Teoreettinen viitekehys rakentuu asiakassitoutumisen kognitiivisista, emotionaalisista ja käyttäytymiseen liittyvistä ulottuvuuksista sekä S-O-R-mallista (Stimulus–Or- ganism–Response). Tutkimus toteutettiin laadullisena tapaustutkimuksena, ja empiirinen ai- neisto kerättiin viidellä puolistrukturoidulla teemahaastattelulla. Tulosten perusteella asiakas- sitoutuminen rakentuu erityisesti silloin, kun sisältö on helposti löydettävää, teknisesti tarkkaa ja suoraan asiakkaan työroolia ja tiedontarvetta palvelevaa. Lisäksi korostuivat sisällön kohden- nettavuus, koettu relevanssi sekä käytön helppous. Haastatteluaineistosta nousi esiin kaksi toi- sistaan poikkeavaa, mutta toisiaan täydentävää sitoutumistyyppiä, jotka molemmat osoittautui- vat keskeisiksi pitkäaikaisen asiakassuhteen rakentamisen kannalta. Tutkimus tarjoaa käytän- nönläheisiä suosituksia sisältömarkkinoinnin suunnitteluun ja toteutukseen siten, että se tukee asiakkaan päätöksentekoa eri ostopolun vaiheissa ja vahvistaa asiakkaan sitoutumista yrityk- seen. KEYWORDS: Content marketing, customer engagement, B2B-marketing, customer journey, decision-making 3 UNIVERSITY OF VAASA School of marketing and communications Author: Iida Heikkonen Title of the thesis: Triggering engagement through content marketing: A case study on the role of content marketing in B2B decision-making Degree: Master of Science in Economics and Business Administration Discipline: Marketing management Supervisor: Hannu Makkonen Year: 2025 Pages: 89 ABSTRACT: With the rise of digitalization and social media, a significant portion of the purchasing process now takes place online, reducing the need for direct contact with a salesperson. This shift has moved control from sellers to buyers and challenged companies to adapt their digital presence. To remain competitive, companies must create and maintain customer value online. In this con- text, customer engagement has become a key concept, referring to the cognitive, emotional, and behavioral responses of customers toward a brand. Engagement is built over time through various interactions, touchpoints, and experiences. Content marketing has emerged as a crucial way to respond to this change. Its goal is to provide the target audience with valuable, practical, and meaningful content that supports their information search and decision-making across dif- ferent stages of the journey. In B2B contexts, the importance of content marketing is particularly emphasized, as purchase decisions are often multi-phased and involve multiple stakeholders. This study examines how content marketing can foster and sustain customer engagement in a B2B context. It explores what engagement means, how it is formed, and its impact on customer relationships. The theoretical framework is built upon the cognitive, emotional, and behavioral dimensions of engagement, as well as the Stimulus–Organism–Response (S-O-R) model. The study was conducted as a qualitative case study. The empirical data were gathered through five semi-structured interviews. Findings show engagement grows when content is easy to find, technically accurate, and relevant to the customer's role and needs. Relevance, targeting, and ease of use were emphasized. Two distinct yet complementary types of engagement were iden- tified, both of which are crucial for long-term customer relationships. The study provides prac- tical insights into content marketing strategies that support informed decision-making and en- hance customer engagement. KEYWORDS: Content marketing, customer engagement, B2B-marketing, customer journey, decision-making 4 Contents 1 Introduction 7 1.1 Objective of the study 9 1.2 Research methods 10 1.3 Structure of the study 11 1.4 Usage of AI in research 12 2 Literature review 13 2.1 Customer engagement 13 2.2 Customer journey 14 2.3 Dimensions of engagement 17 2.4 Stimulus – organism – response 21 2.5 Stimulus 23 2.5.1 Content marketing 23 2.5.2 Principles of content marketing 26 2.6 Organism 29 2.7 Response 35 2.8 Theoretical framework 38 3 Methodology 43 3.1 Methodological choices 43 3.2 Data collection 44 3.3 Data analysis 46 3.4 Reliability 48 4 Findings 50 4.1 Customer goals and decision making 50 4.2 Information seeking behavior 53 4.3 Content consumption 61 4.4 The value generated by content 65 4.5 The formation of engagement 70 5 5 Results 74 5.1 Theoretical implications 74 5.2 Managerial implications 77 5.3 Suggestions for future research 80 References 82 Appendices 89 Appendix 1. Interview guide and themes 89 6 Figures Figure 1 Reserach gap of previous studies 9 Figure 2 Customer Journey stages 16 Figure 3 The SOR - framework 22 Figure 4: Principles of inbound content marketing 27 Figure 5 The interplay of engagement types, customer motives, and outcomes based on digital content marketing (Adapted from Hollebeck and Macky, 2019) 31 Figure 6 Drivers of customer engagement behavior intentions from perceived content (Adapted from Carlson & others, 2018) 34 Figure 7 Formation of behavioral engagement response through provider content and consumer motives (Adapted from Filipovic, 2023) 36 Figure 8 Theoretical framework of the study (adapted from Purmonen et al., (2023)) 41 Figure 9 Preffered way to search information based on content need 60 Figure 10 Perceived value 69 Figure 11 Revised theorethical framework 77 Tables Table 1 Drivers of engagement 20 Table 2 Objectives of content marketing 25 Table 3 Content types and the primary purpose 38 Table 4 Content types and primary purposes for using 64 Table 5 Characteristics of valuable content 66 7 1 Introduction Due to the emergence of social media and digital technologies (Diba et al., 2019; Mar- vasti et al., 2021), B2B buying behaviour has undergone a significant transformation (Kenner & Leino, 2020; Steward et al., 2019) and shifted power from sellers to buyers (Grewal et al., 2015). Traditionally, B2B purchases have been viewed as more complex than B2C, involving multiple decision-makers and a stronger emphasis on rational crite- ria such as price, quality, and technical specifications (Marvasti et al., 2021; Mohan et al., 2022; Pandey & Mookerjee, 2018; Wu et al., 2024). However, recent research highlights a shift from a purely product-centric view of B2B marketing to one that also considers emotional drivers (Hinterhuber et al., 2021). This change has brought customer engagement as a key concept for understanding B2B de- cision-making. Unlike traditional models that focus solely on transactions, engagement reflects the emotional, cognitive, and behavioural connections between companies and their customers (Brodie et al., 2011). These connections manifest in interactions, loyalty, and long-term relationship-building (Nyadzayo et al., 2020). Traditionally, markets were viewed from a firm- or product-centric perspective, where customers were seen merely as passive. However, academic research has increasingly focused on the conceptualization of value creation in business relationships (Eggert et al., 2018; Gallarza et al., 2011; Hinterhuber et al., 2021; Marvasti et al., 2021; Terho et al., 2012), increasingly moving away from the objective of selling toward a deeper goal of emotionally connecting with their customers. As B2B marketing increasingly prioritizes service and relationship value, engagement is seen as a critical driver of purchasing decisions and customer retention (Eggert et al., 2018; Lemon & Verhoef, 2016). Despite its growing recognition, engagement in B2B con- texts remains underexplored, particularly in terms of its antecedents, manifestations, and outcomes (Brodie et al., 2011; Jaakkola & Alexander, 2014). Industry data supports 8 this gap: approximately 75% of B2B customers report feeling disengaged from their sup- pliers, placing more than 70% of existing revenue at risk (Nyadzayo et al., 2020). At the same time, the traditional linear sales funnel has evolved into a more complex customer journey model, where multiple digital touchpoints shape the buyer's experi- ence before a purchase decision is made (Lemon & Verhoef, 2016; Lundin & Kindström, 2024; Steward et al., 2019). Research shows 60% of B2B buyers base their final purchas- ing decision solely on digital content, usually reviewing five to eight pieces before decid- ing purchase. To support this process, companies increasingly rely on marketing auto- mation to deliver timely, consistent, and personalized content. For example, Järvinen & Taiminen (2016) demonstrate how marketing automation helps meet customer needs at different stages of the B2B journey. However, automation alone is not enough; its effec- tiveness depends on the relevance and quality of the content delivered (Järvinen & Taiminen, 2016; Lahtinen et al., 2022). Today’s customers expect personalized content and meaningful touchpoints that respond to their evolving needs (Lundin & Kindström, 2024). Furthermore, studies show that content plays a particularly influential role in the later stages of the buying process when decision-makers actively seek information to support their final choice (Steward et al., 2019). This highlights the need for a deeper understanding of the types of content that are perceived as valuable. Previous studies have explored the role of content marketing in customer engagement, but much of the existing literature remains focused on generalized models or consumer (B2C) settings. Firstly, there is a lack of empirical research examining how engagement is formed, particularly in the B2B context. Secondly, there is also a lack of research on how different content characteristics influence aspects of engagement in complex B2B deci- sion-making environments. Remarkably underexplored is how situational factors, such as customer needs, and decision-making phases shape the perceived value of content, and how engagement varies accordingly. This study aims to contribute to that gap by investigating how and why B2B customers engage with content, what types of content are considered valuable, and especially, why. 9 Figure 1 Reserach gap of previous studies 1.1 Objective of the study This study explores how companies can use content marketing more effectively to strengthen customer engagement. Specifically, it investigates why and how customers engage with a company’s content, and how this engagement can be further supported. The thesis also seeks to identify the key variables and outcomes associated with engage- ment behaviour. In many studies, engagement is viewed primarily as an outcome rather than as examining how and why engagement is formed from the customer's perspective. This thesis seeks to investigate and provide insights on that matter. An industrial technology company has commissioned the study. By examining the expe- riences of the company’s customers, the research aims to uncover which factors influ- ence their engagement and how they respond to different types of marketing content. Combined with insights from the literature review, the findings will offer guidance on This thesis Reserach on customer engagement Research on B2B decision- making Research on content marketing Research on customer journeys 10 how the company can use content marketing to deepen customer relationships and sup- port purchasing decisions. Two objectives guide this study: 1. To understand how content marketing can support customer engagement in the B2B decision-making. 2. To explore how customer engagement is formed and experienced throughout the decision-making process. To achieve these objectives, this thesis aims to identify what engagement consists of, what triggers engagement, how customers perceive and interact with content, and how value is built through content. Through qualitative analysis of customer interviews, the study aims to uncover the mechanisms behind engagement formation and offer insights into how companies can create content that meets customer needs, supports their de- cision-making, and strengthens long-term relationships. 1.2 Research methods This study was conducted using a qualitative research approach supported by a literature review. The first part of the study consists of a literature review, which explores the con- cepts of customer engagement and content marketing. The purpose of this theoretical section is to build a comprehensive understanding of what drives customer engagement and how content may influence decision-making. The literature review draws on peer-reviewed articles and high-quality academic sources. Recent studies were emphasized to reflect the evolving nature of digital marketing and B2B buyer behavior. Discussing previous research and theoretical perspectives is essen- tial for the study to understand the broader academic conversation and to identify exist- ing gaps that the empirical research can address. By reviewing established frameworks 11 and findings, the study builds a conceptual foundation that guides the formulation of research questions and supports the analysis of empirical data. The empirical part of this study was conducted using a qualitative research approach, with data collected through semi-structured thematic interviews. The discussions were guided by pre-defined themes, but the format remained flexible to allow participants to express their experiences and views freely. This enabled interviewees to highlight per- sonally meaningful aspects without being restricted by a rigid question structure. The primary objective of the interviews was to understand how customers perceive con- tent marketing. The objective was to create an understanding of their information search needs and behavior as well as their content consumption. Special attention was given to exploring how the aspects of engagement were formed and expressed, as well as how content is evaluated regarding usefulness, credibility, and relevance. Interview themes and questions were developed based on insights from the literature review, particularly focusing on the key components of customer engagement. These in- cluded cognitive, emotional, and behavioral dimensions of engagement, forming the theoretical framework for data collection. For each theme, the interviewer prepared one opening question in advance, after which the interview proceeded conversationally based on the interviewee’s responses. 1.3 Structure of the study This thesis is structured into five chapters, beginning with an introduction that outlines the background, objectives, and research questions. Chapter 2 establishes the theoreti- cal framework for the study. It starts by exploring customer engagement in B2B contexts, examining its dimensions, drivers, and the role of value and experience throughout the 12 customer journey. The chapter then focuses on content marketing as a stimulus for en- gagement, using the Stimulus-Organism-Response (S-O-R) framework to understand how content influences customer perception and behavior. Finally, it presents a summa- rized theoretical framework by integrating engagement theory, value creation, and digi- tal content marketing to support the empirical investigation. Chapter 3 outlines the re- search methodology, which is based on semi-structured thematic interviews with repre- sentatives from customer organizations. The interview themes were developed based on the literature review and reflected the key components of engagement. Each theme began with a guiding question, while the remainder of the discussion followed the nat- ural flow of conversation. This design allowed for both theoretical consistency and flexi- bility. Chapter 4 presents the key findings from the interviews, revealing how content is perceived, experienced, and connected to engagement in B2B decision-making. Finally, Chapter 5 concludes the thesis by discussing the theoretical and managerial implications of the findings and providing practical recommendations. 1.4 Usage of AI in research This study used the ChatGPT AI tool made by OpenAI and Grammarly, an AI-based tool that helps with grammar, spelling, and writing clarity. AI was used mainly when building the theoretical framework. It helped speed up the review of articles and previous research. ChatGPT supported the process by summarizing and translating texts and terms. It also helped improve understanding of some key con- cepts. AI and Grammarly were also used to improve the wording and flow of the text. When using the tool for language editing, care was taken to ensure that the meaning of the text was not changed and that nothing was added that I, the author, did not write myself. The writer takes full responsibility for the final content and quality of the text. 13 2 Literature review This chapter builds the theoretical framework of the study by examining prior research on customer engagement and content marketing. It explores the preconditions, drivers, and outcomes of engagement, with a focus on how content affects customer perceptions and behaviours. The Stimulus-Organism-Response (S-O-R) framework is used to understand how content (stimulus) triggers internal reactions (organism) that lead to a response. Through this lens, the chapter identifies key content characteristics and examines how content mar- keting can shape customer behaviour and support decision-making. 2.1 Customer engagement The term 'engagement' is commonly referenced in various literature, including social sci- ences and psychology (Brodie et al., 2011). In marketing literature however, Customer engagement (CE) helps understand why customers are motivated to interact with a sup- plier (Hollebeek & Macky, 2019; Järvinen & Taiminen, 2016; Palmatier et al., 2018; Wang et al., 2019). Due to unclear definitions and trendiness of the term, engagement is often replaced and understood by traditional concepts like “participation” and “involvement” (Brodie et al., 2011). However, in contrast to the above, the client is engaged rather than being engaged as many definitions emphasize the voluntary nature of the client (Jaakkola & Alexander, 2014; van Doorn et al., 2010). For example, Jaakkola and Alexan- der (2014) define customer engagement as the behavior whereby customers voluntarily contribute to a brand or company that goes beyond non-transactional activities. Although, as mentioned, the term has no single explanation, CE is broadly understood as an interaction that builds and strengthens relationships between customers and 14 suppliers (Blut et al., 2023). Engagement is associated with the level of active relation- ship that a customer shares with a company (Palmatier et al., 2018). Higher levels of engagement have been linked to stronger brand relationships and better business out- comes as research suggests that customers who actively participate are more likely to make purchases, remain loyal, and advocate for the brand, ultimately leading to im- proved sales performance (Salonen et al., 2024; Terho et al., 2012). Engagement differs from buying, among other things, in that buying is often seen as a precondition for engagement (Bowden, 2009; van Doorn et al., 2010; Vivek et al., 2012). Engagement is based on the idea of a long-term customer relationship, involving re- peated purchases and active interaction with the company (Jaakkola & Alexander, 2014; Lemon & Verhoef, 2016). Therefore, encouraging customers to buy and engaging them are two different things. According to Brodie et al. (2011), customer engagement goes beyond mere participation, as it is built on a proactive and interactive relationship with a specific object, such as a brand. Kumar and Pansari (2016) describe engagement as the attitude and behaviors of the customer towards the company and Bowden (2009) ex- plains engagement in how customer loyalty is maintained through repeat purchases. Customer engagement can therefore be defined as a firm's efforts to motivate and em- power customers to participate in and interact with the firm actively. 2.2 Customer journey Engagement reflects active and loyal participation, usually indicated by repeated pur- chases or interactions (Brodie et al., 2011). Therefore, it is crucial to understand the na- ture of these purchases. The concept of the customer journey helps illustrate the differ- ent stages a customer goes through before and after making a purchase (Lemon & Verhoef, 2016). The idea behind customer journey thinking is that the process is seen from the customer’s perspective and how the customer would move through the steps (Purmonen et al., 2023). 15 Lemon & Verhoef (2016) describe the customer journey as a process that consists of different touchpoints and which all contribute to the overall customer experience. Build- ing on that, Purmonen et al., (2023) deepen their understanding of customer journeys as follows: “The B2B customer journey refers to a combination of buying and usage cen- ter members' intertwined, goal-oriented paths to purchasing and using offerings along multiple direct and indirect touchpoints, which are affected by the context of business relationships”. These definitions emphasize that the customer journey is not a linear or individual pro- cess, but it is rather a collaborative and dynamic path involving various stakeholders. Specific goals and motivations shape the actions and decisions that occur across numer- ous direct and indirect touchpoints (Becker et al., 2020; Keyser et al., 2015; Purmonen et al., 2023). At its simplest, a customer journey map illustrates the path and steps a customer takes during the purchase process (Becker et al., 2020). According to Lemon and Verhoef (2016), the customer journey consists of three stages: pre-purchase, purchase, and post-purchase. It all starts with the pre-purchase stage, which includes need recognition, information search, and consideration (Lemon & Verhoef, 2016). This stage is also known as the awareness stage (Lemon & Verhoef, 2016; Purmonen & Jaakkola, 2023). In the awareness stage, the customer recognizes a need or problem and explores possible solutions (Lemon & Verhoef, 2016). In this phase, early elements like company visibility, reputation, and initial information are crucial in shaping the customer’s first impressions (Keronen & Tanni, 2017; Becker & Jaakkola, 2020). As customers enter the consideration stage, they actively compare options, evaluate tech- nical specifications and examine potential offerings (Lemon & Verhoef, 2016; Homburg et al., 2017). Jain et al. (2015) note that the purchase stage encompasses all customer interactions with the brand throughout the buying process, including selection, ordering, and payment. The final stage, post-purchase, incorporates all interactions after the trans- action, such as product usage, service requests, and overall assessment of the purchase 16 experience (Lemon & Verhoef, 2016). However, the journey does not end with the pur- chase. In the post-purchase stage, the focus shifts to maintaining relationships, evaluat- ing performance, and building satisfaction (Purmonen & Jaakkola, 2023; Homburg et al., 2023) where satisfaction is fostered through consistent quality (Homburg et al., 2017). Figure 2 Customer Journey stages The stages of progression are not linear and can be influenced by various factors. Lemon and Verhoef (2016) highlight that customer experience (CX), and the customer journey are interconnected where CX acts as the catalyst for progression within the journey. CX encompasses past, present, and future experiences and expectations, forming the over- all customer experience (Homburg et al., 2017). This experience is shaped at multiple touchpoints throughout the journey, where each interaction impacts the customer's per- ception of the brand (Lemon & Verhoef, 2016). Touchpoints refer to any moment of interaction between the customer and the product or service (Lundin & Kindström, 2024). As defined by Wang et al. (2019), a touchpoint is Need recognition Information search ConsiderationPurchase Post purchase 17 any instance in which a customer engages with the business, whether directly or indi- rectly. Unlike the transactional focus of past business models, today’s B2B buyers expect seamless, value-driven, and engaging experiences at every stage of their journey (Kenner & Leino, 2020). Failure to meet these expectations may result in dissatisfaction, which can negatively affect customer retention and brand loyalty (Koch & Hartmann, 2023; Lundin & Kindström, 2024). The concept of the customer journey is rooted in the Service-Dominant Logic (S-D Logic) proposed by Vargo and Lusch (2004). Instead of viewing value as something delivered only by the supplier, S-D Logic sees value as co-created through interaction. Value emerges in use rather than from the product alone (Jain et al., 2015; Vargo & Lusch, 2004). The S-D logic represents a shift from traditional transactional approaches toward a co-creation model between customers and suppliers where value is seen as “in-use value” instead of “exchange value” (Vargo & Lusch, 2004). This perspective has important implications for how engagement is formed throughout the customer journey. When value is seen as emerging through use and interaction, en- gagement becomes shaped by the customer’s actions, needs, and interpretations at each touchpoint (Brodie et al., 2011; Vargo & Lusch, 2004). Rather than being a fixed outcome, engagement is dynamic and contextual, built gradually through meaningful experiences across the journey (Brodie et al., 2011; Hollebeek et al., 2019). 2.3 Dimensions of engagement The concept of customer engagement is multi-dimensional (Blut et al., 2023). To this point, the previous marketing literature has mainly examined engagement from three dimensions: cognitive, emotional, and behavioral (Bowden, 2009; Brodie et al., 2011; Hollebeek & Macky, 2019). Some studies also incorporate the social dimension into the context (Brodie et al., 2011; Nyadzayo et al., 2020; Salonen et al., 2024; Terho et al., 18 2022). Brodie et al. (2011) describe engagement as a psychological state shaped by in- teractive and co-creative experiences with a brand, made up of cognitive (thinking), emotional (feeling), and behavioral (acting) dimensions. Vivek et al., (2012) also include a social dimension, emphasizing how people connect with brands even outside of buying situations. The cognitive and emotional dimensions indicate that engagement is a state of mind, while the behavioral and social dimensions highlight how engagement is ex- pressed through action in both transactional and non-transactional contexts (Chen et al., 2019; Vivek et al., 2012). Brodie et al. (2011) emphasize that engagement is grounded in customer experience, with every company interaction influencing customer perception (Aichner & Gruber, 2017; Lemon & Verhoef, 2016; Lundin & Kindström, 2024). Positive experiences rein- force satisfaction, emotional connection, and deeper engagement (Kumar & Pansari, 2016). Supporting this, Bowden (2009) also notes that engagement is built and strength- ened through repeated positive brand experiences and that customer experience is in- fluenced by the perception of value and its relevance (Brodie et al., 2011; Gallarza et al., 2011; Hollebeek & Macky, 2019). Van Doorn et al. (2010) highlight that engagement extends beyond purchase behaviour and is influenced by various motivational factors, which eventually shape the perceived value. Mahajan (2021) notes that a positive customer experience drives satisfaction, which in turn shapes the customer’s perception of value. Engagement occurs when cus- tomers feel valued through interactions (Brodie et al., 2011). However, value is not ob- jective but always customer-defined (Vargo & Lusch, 2004). Gallarza et al., (2011) adds that marketing is the organizational function responsible for creating, communicating, and delivering that value. Engagement is also a key outcome in relationship marketing, where it is both a goal and a result of long-term customer relationships (Morgan & Hunt, 1994). The Commitment- Trust Theory identifies trust and commitment as essential to building strong customer 19 relationships (Morgan & Hunt, 1994). Positive interactions and value received increase customer’s commitment. Social Exchange Theory supports this, suggesting that custom- ers form relationships when they see value in various forms, be it financial, social, or symbolic (Jeong & Oh, 2017). Gallarza et al., (2011) emphasize that perceived value is created through relationships, influencing satisfaction and loyalty. From this view, en- gagement is not only emotional or interactional but also a rational assessment of overall value. Similarly, Vivek et al., (2012) describe engagement as arising from customer involvement and participation, which reflect an active role in the customer relationship. Supporting this perspective, the already mentioned Service-Dominant Logic (SDL) sees the customer not as a passive consumer but as an active co-creator of value (Lusch et al., 2014; Vargo & Lusch, 2004). According to Lusch et al. (2014) and Vargo & Lusch (2004), value arises from interactions among various participants during contact and communication, foster- ing long-term customer relationships. This is in line with Service-Dominant (SD) logic, which emphasizes that value is co-created through interactions between customers and companies. Therefore, engagement should be viewed as active participation rather than merely a response to company actions (Vargo & Lusch, 2004). Engagement has also been studied through the lens of relationship quality. Brodie et al.,(2011) and Kumar & Pansari (2016) argue that satisfaction and trust are key precon- ditions and drivers to engagement. Kumar & Pansari (2016) further note that emotional connection, once established, facilitates engagement. Palmatier et al. (2018) support this, showing that emotional attachment and customer satisfaction raise the likelihood of both direct and indirect engagement. Van Doorn et al. (2010) highlight that engage- ment results from a combination of factors: satisfaction, trust, emotional bonds, per- ceived benefits and costs, the customer’s identity relationship with the brand, and avail- able resources. 20 Drivers of engagement: Customer experience (Carlson et al., 2018; Homburg et al., 2017; Lemon & Verhoef, 2016; van Doorn et al., 2010) Trust (Kumar & Pansari, 2016; Morgan & Hunt, 1994; Nyadzayo et al., 2020) Satisfaction (Lemon & Verhoef, 2016; van Doorn et al., 2010) Perceived value (Gallarza et al., 2011; Hollebeek et al., 2019; MAHAJAN, 2021) Relationship / emotional connection (Jeong & Oh, 2017; Morgan & Hunt, 1994; Naqvi et al., 2020; Vivek et al., 2012) Active participation (Brodie et al., 2011; Hollebeek et al., 2019) Table 1 Drivers of engagement Therefore, customer engagement can be understood as the customer's level of behav- ioral, cognitive, and emotional presence in a relationship (Brodie et al., 2011; Vivek et al., 2012). It is not a single state, but a multi-dimensional and dynamic process shaped by various internal and external factors (Brodie et al., 2011). Engagement is influenced by underlying variables such as positive experiences, trust, perceived value, satisfaction, emotional bond, relationship value, and internal motivations (Gallarza et al., 2011; Kumar & Pansari, 2016; Palmatier et al., 2018). These elements contribute to how and if engagement is formed and experienced. 21 Engagement is shaped by customers’ previous experiences with the company and is closely linked to their state of mind and how they think and feel about the brand (Aichner & Gruber, 2017; Jain et al., 2015; Lemon & Verhoef, 2016). This internal process is then expressed through active participation (van Doorn et al., 2010; Vivek et al., 2012). En- gagement, therefore, emerges at the intersection of experience, perception, and action. It is a subjective and ongoing process where the different elements constantly interact (Brodie et al., 2011). Ultimately, it serves as a mechanism for value creation, benefiting both the customer and the company by fostering stronger, long-term relationships (Morgan & Hunt, 1994; Palmatier et al., 2018). In this study, engagement is viewed as a psychological process that helps explain how customer loyalty develops (Brodie et al., 2011). It reflects the extent to which a customer is mentally, emotionally, and behaviorally involved in their relationship with a company. Engagement is not only a reaction to company actions but the result of ongoing mutual value creation and trust, which can lead to voluntary, self-initiated behaviors such as post-purchase activities and advocacy (Kumar & Pansari, 2016; Palmatier et al., 2018; Vivek et al., 2012). 2.4 Stimulus – organism – response The Stimulus Orgasm Response (S-O-R) framework explains consumer responses to ex- ternal stimuli (Naqvi et al., 2020). In marketing, stimuli such as content, interaction, and experiences capture customers' attention (Naqvi et al., 2020). Customers evaluate these stimuli based on the value they expect to receive (Keronen et al., 2017), which may in- clude functional value (utility), emotional value (connection), or social value (belonging) (Filipovic, 2023; Hinterhuber et al., 2021). The second stage of the model, the organism, refers to a person's internal reaction after encountering the stimulus, which includes both cognitive and affective responses (Naqvi et al., 2020). The organism describes the internal processes triggered by the stimuli, 22 such as thinking and emotional functioning (Changa et al., 2011). It encompasses an in- dividual’s cognitive and emotional systems, including past experiences, knowledge, be- liefs, attitudes, motivations, personality, emotions, and expectations (Carlson et al., 2018; Jacoby, 2002). The final stage, the response, refers to the actual engagement behavior that results from internal processing (Le et al., 2022; Naqvi et al., 2020). In the S-O-R model, environmen- tal stimuli (S) lead to an emotional or cognitive response (O) in the recipient, which then triggers a behavioral response (R) (Jacoby, 2002; Le et al., 2022; Naqvi et al., 2020). Be- havioral engagement responses may manifest in various forms, including purchase fre- quency, participation, and other expressions of active involvement (Filipovic, 2023). Figure 3 The SOR - framework Marketing stimulus is being encountered Cognitive and emotional processing Resulting in behavioral action 23 2.5 Stimulus 2.5.1 Content marketing Digital content marketing (DCM) is a key part of modern marketing today, especially in B2B settings where buyers seek reliable information to help them make decisions (Kero- nen et al., 2017; Tanni, 2022). Content marketing is often understood as digital marketing because most searches for information and purchases happen online (Järvinen & Taiminen, 2016). Due to the channels and formats used, it is also closely related to social media marketing (Keronen et al., 2017). Hollebeek & Macky (2019) describe digital content marketing as creating and sharing helpful brand-related content on digital platforms to build positive engagement, interac- tion, trust, and customer relationships. Similarly, Salonen et al. (2024) explain digital con- tent marketing as a strategy that focuses on producing useful content for the target au- dience to assist them with problem-solving throughout their buying journey. The goal of content marketing is to create customer loyalty and long-term relationships by providing valuable and interesting content (Järvinen & Taiminen, 2016). The purpose is not direct selling, but rather to deliver value and address customer problems, shifting from a traditional sales-driven mindset to one focused on helping and customer-cen- tricity (Kenner & Leino, 2020; Keronen et al., 2017). Well-targeted content not only draws attention but also builds trust, and credibility and strengthens the brand relation- ship (Keronen et al., 2017). The objective of providing value through content marketing can be achieved in various ways, such as educating the customer or strengthening the company’s position through thought leadership (Keronen et al., 2017; Odden, 2012). Thought leadership refers to a approach where companies create a picture of themselves as credible authorities within their field by delivering insightful expert-driven content (Odden, 2012). This helps build 24 trust, and foster long-term relationships, especially in knowledge-intensive B2B markets (Keronen & Tanni, 2017; Homburg et al., 2017). Brand image has also been seen as a key element in creating trust and credibility (Ashley & Tuten, 2015; Hollebeek & Macky, 2019; Järvinen & Taiminen, 2016; Keronen et al., 2017; Odden, 2012; Rowley, 2008). According to customer experience literature, brand image is shaped by consistent interactions across touchpoints that contribute to how customers perceive the company’s reliability, expertise, and authenticity (Lundin & Kindström, 2024; Gallarza et al., 2011). One of the reasons digital content marketing has gained such popularity is its ability to enable two-way interaction between the company and the customer. Rather than merely distributing material, the aim often encourages response, contact, or conversation, facil- itating relationship-building rather than just one-way communication (Ashley & Tuten, 2015; Järvinen & Taiminen, 2016; Odden, 2012; Rowley, 2008). In this way, content mar- keting becomes a tool not only for awareness but also for creating and nurturing leads, driving conversions, and guiding customers forward in their decision-making (Purmonen & Jaakkola, 2023; Brodie et al., 2011). By offering content that resonates with customer needs and aligns with their journey, companies can both deliver value and stimulate ac- tion (Hollebeek & Macky, 2019; Järvinen & Taiminen, 2016; Keronen et al., 2017). Objectives of content marketing Build thought leadership (Ashley & Tuten, 2015; Hollebeek & Macky, 2019; Keronen et al., 2017; Pulizzi, 2012) Educate / teach (Ashley & Tuten, 2015; Hollebeek & Macky, 2019; Rowley, 2008; Salonen et al., 2024; Shahbaznezhad et al., 2021) 25 Solve customer pain points (Keronen et al., 2017; Le et al., 2022; Naqvi et al., 2020; Odden, 2012; Rowley, 2008) Build brand identity (Ashley & Tuten, 2015; Gallarza et al., 2011; Rintamäki et al., 2006; Vivek et al., 2012) Foster interaction (Ashley & Tuten, 2015; Rowley, 2008; Shahbaznezhad et al., 2021; Vivek et al., 2012) Generate leads (Järvinen & Taiminen, 2016; Pulizzi, 2012) Nurture relationships (Hollebeek & Macky, 2019; Morgan & Hunt, 1994; Odden, 2012) Drive customer action (Ashley & Tuten, 2015; Le et al., 2022; Naqvi et al., 2020) Table 2 Objectives of content marketing Hollebeek & Macky (2019) show that digital content marketing can generate cognitive, emotional, and behavioral engagement. In a B2B context, both rational and emotional responses matter (Eggert et al., 2018; Jeong & Oh, 2017; Pandey & Mookerjee, 2018). Customers seek logical information to support their decisions but are also inspired by insights that can spark new ideas (Tanni, 2022). The effectiveness of content marketing is strongly tied to understanding the needs and preferences of the target audience. Content should be personalized and aligned with the different needs of customer (Järvinen & Taiminen, 2016; Salonen et al., 2024; Terho et al., 2022; Yaghtin et al., 2020). Keronen (2013) and Keronen et al., (2017) note that most online channels serve primarily as information search platforms rather than purchase points. This makes it essential to ask the right questions to understand audience moti- vations and to deliver content that is both timely and relevant (Keronen et al., 2017). 26 2.5.2 Principles of content marketing As mentioned, strategic content marketing begins with a deep and actionable under- standing of the customer (Odden, 2012; Revella, 2015; Rowley, 2008). Rather than pro- ducing content based on assumptions, companies must use detailed insights into cus- tomers’ needs, goals, decision-making processes, and emotional drivers (Keronen & Tanni, 2017; Becker & Jaakkola, 2020). Customer understanding is the foundation upon which value-creating content is built. In B2B markets, where purchasing decisions are often complex and involve multiple stakeholders, strategic content marketing must ad- dress both functional needs, such as technical specifications and solution fit, and emo- tional needs, including trust, reliability, and relationship building (Purmonen & Jaakkola, 2023; Gallarza et al., 2011; Jeong & Oh, 2017). Simply delivering product information is no longer sufficient. Customers today actively seek meaningful interactions and expect content that supports their journey across multiple stages (Lundin et al., 2024). Content marketing aligns closely with today’s customer-centric, inbound marketing mindset (Keronen et al., 2017). A fundamental shift has occurred in marketing, moving from product-oriented approaches toward models that place the customer and their in- formational needs at the center of value creation (Gallarza et al., 2011; Vargo & Lusch, 2004). This transition is particularly visible when contrasting traditional marketing logic with inbound marketing principles (Järvinen & Taiminen, 2016; Pulizzi, 2012). Traditional marketing relies on push strategies to persuade customers to buy through mass commu- nication, primarily one-way channels (Pulizzi, 2012; Taylor, 2017). The customer is viewed as a passive recipient and the value is considered to be the product itself (Vargo & Lusch, 2004). In contrast, inbound marketing represents a customer-driven mindset that seeks to at- tract, engage, and support customers through value-generating content (Keronen et al., 27 2017; Lahtinen et al., 2022; Pulizzi, 2012). Rather than pushing messages outwards, in- bound marketing is grounded in pull logic: helping rather than convincing, informing ra- ther than interrupting (Hollebeek & Macky, 2019; Odden, 2012; Rowley, 2008; Yaghtin et al., 2020). Inbound marketing is based on the idea, that customers actively search for content that aligns with their goals and challenges, and the process is initiated on their terms (Katz et al., 1973; Keronen et al., 2017). This approach emphasizes personalization, relationship-building, and the co-creation of value, where trust, relevance, and contex- tual fit play a greater role than persuasion (Gallarza et al., 2011; Hollebeek & Macky, 2019; Keronen et al., 2017). Digital channels are central to inbound marketing, as they facilitate two-way communication and allow companies to respond flexibly to the evolv- ing needs of customers (Ashley & Tuten, 2015). Figure 4: Principles of inbound content marketing Terho et al., (2022) conceptualize digital content marketing in B2B settings as a strategic process guided by three key principles: inbound logic, personalization, and journey facil- itation. First, companies must generate intelligence about customer journeys by Loyalty & satisfcation Build trust and strenghten the relantionship Tailor the content to customer needs Draw the customer voluntarily come to you by relevant content Provide value by solving customer problems 28 identifying key buyer personas, understanding their business problems and mapping their decision-making paths. To meet these expectations, companies must first map the customer journey from the customer's perspective (Lemon & Verhoef, 2016; Becker & Jaakkola, 2020). Understanding where customers are in their decision-making process, enables marketers to design content that matches specific informational and emotional needs at each stage (Järvinen & Taiminen, 2016; Keronen et al., 2017; Lemon & Verhoef, 2016). One key strategic tool for achieving this is the development of detailed buyer personas (Keronen & Tanni, 2017). Personas transform fragmented customer data into coherent, actionable profiles illustrating customers’ goals, motivations, concerns, and preferred communication channels (Revella, 2015). They allow marketers to anticipate what con- tent will resonate at different journey stages and how content should be positioned to match the customer's needs (Becker & Jaakkola, 2020; Lemon & Verhoef, 2016). In B2B contexts, decision-making is often complex, involving multiple stakeholders and evolving needs over time (Purmonen & Jaakkola, 2023). Customers are not passive recipients of information; they actively seek value and relevance at each journey stage (Lundin et al., 2024). Third, they must actively engage customers through content sharing by improving visi- bility in relevant channels and ensuring the timely delivery of personalized content. In strategic content marketing, each content should function as a purposeful touchpoint along the customer journey (Ashley & Tuten, 2015; Järvinen & Taiminen, 2016; Keronen et al., 2017). As already mentioned, these touchpoints are not isolated but intercon- nected moments that shape the overall customer experience (Lundin & Kindström, 2024). Consistency across touchpoints, reinforcing key messages, maintaining a coherent tone, and responding to customer needs is essential for building cumulative engagement over time (Hollebeek et al., 2019). 29 2.6 Organism The organism phase of the S-O-R model describes what happens when a person encoun- ters an external stimulus, such as in this case, content (Le et al., 2022). This stage includes the psychological processes of the consumer, such as cognitive evaluation, emotional reactions, and activation of motives (Jacoby, 2002; Machleit & Eroglu, 2000). The organ- ism can be understood as an individual's internal thought system, which is influenced by, among other things, past experiences, attitudes, motives, and expectations (Le et al., 2022; Naqvi et al., 2020). Cognitive processing refers to the customer’s active processing and evaluation of the content with their needs and objectives (Hollebeek & Macky, 2019; Naqvi et al., 2020). It involves encountering the content and assessing the value it provides (Brodie et al., 2011; Gallarza et al., 2011; Hollebeek & Macky, 2019; Jaakkola & Alexander, 2014). Sec- ond, the emotional reactions of the client, such as interest, pleasure, or even irritation, influence how positively or negatively the content is perceived (Brodie et al., 2011; Hollebeek & Macky, 2019; Le et al., 2022; Naqvi et al., 2020). Third, in this phase, the motives that drive behaviors are activated: the customer identifies whether to act on the content by sharing it, contacting someone, or continuing the search (Hollebeek & Macky, 2019). The Uses and Gratifications Theory (UGT) supports understanding the organismic phase, according to which consumers are not passive recipients of content but active actors seeking content to satisfy their needs (Katz et al., 1973). The Digital Content Marketing (DCM) framework developed by Hollebeek & Macky (2019) is built around motives, and they identify three main types of motives: functional, hedonic, and authenticity-based. Functional motives refer to the rational need to obtain useful and relevant information to assist decision-making (Rintamäki et al., 2006). Hedonic motives rise from the desire to experience entertaining, emotionally enriching content (Peng & Kim, 2014) while au- thenticity-based motives relate to social needs, such as belonging to a group and build- ing meaningful relationships (Hollebeek & Macky, 2019). 30 The following framework, adapted from Hollebeek & Macky (2019), illustrates how dig- ital content marketing affects customer engagement and content processing. DCM in the middle of the model refers to a company's strategic effort to produce relevant, consistent, and valuable content that resonates with customers in the digital environment. 31 Figure 5 The interplay of engagement types, customer motives, and outcomes based on digital content marketing (Adapted from Hollebeck and Macky, 2019) 32 According to the framework, DCM has an impact on customer engagement, which man- ifests itself at three different levels: level of thinking, level of feeling and level of action. As Hollebeek and Macky (2019) point out, behavioral engagement is often based on functional motives (the need to obtain useful information that supports decision-making) and hedonic motives (the need to experience entertaining and emotionally enriching content). The framework suggests that trust in a brand is established when customers experience the content as both intellectually meaningful and emotionally meaningful. In this context, cognitive engagement means conscious thinking by the customer and active evaluation of the brand (Hollebeek & Macky, 2019). It relates to the brand's func- tional value, i.e., how well the brand helps the customer achieve their goals or solve their problems (Gallarza et al., 2011). Emotional engagement means how attached customers feel to a brand. For example, how pleasant, interesting or entertaining the content is perceived. When customers perceive content as relevant and valuable, it can increase their trust in the brand (Hollebeek & Macky, 2019; Rintamäki et al., 2006). Trust is an emotional assessment, where the customer feels whether the brand can be trusted, and feels authentic and consistent (Brodie et al., 2011; Hollebeek & Macky, 2019; Morgan & Hunt, 1994). The authenticity motive reflects the phenomenon in the model, which com- bines thinking and emotions into an engagement. When these motives are met, they lead to behavioral engagement, i.e. active involvement (Gallarza et al., 2011; Hollebeek & Macky, 2019). Behavioral engagement is reflected in the customer’s concrete actions within the brand relationship, such as sharing content, commenting, recommending, searching or actively participating (Hollebeek et al., 2019; Hollebeek & Macky, 2019; Vivek et al., 2012). This is captured in the framework by the concept of behavioral brand attitude, which refers to the customer’s voluntary and self-initiated actions in support of the brand, without any expectation of direct reward (Brodie et al., 2011). The model illustrates how the cus- tomer's perception of the brand is shaped when the customer interprets the content both logically and emotionally (Naqvi et al., 2020). These interpretations influence 33 whether trust is established (Morgan & Hunt, 1994) as well as how the customer acts toward the brand and express the strength of their commitment (Gallarza et al., 2011; Morgan & Hunt, 1994; Vivek et al., 2012). Such engagement-driven actions create value for the company and contribute to firm-based brand equity, that is, the brand's long- term value from the company’s perspective (Hollebeek & Macky, 2019). Simultaneously, consumer-based brand equity, which is built through the customer's own experiences and perceptions, is also reinforced through engagement. (Hollenbeck & macky, 2019). In addition, the customer's active involvement supports the deepening of both thinking and emotions (Brodie et al., 2011; Hollebeek & Macky, 2019). These elements interact and do not work in isolation from each other. The circles in the model illustrate how the different forms of engagement support each other and form a continuous process that deepens the customer relationship and increases the brand's value (Gallarza et al., 2011; Hollebeek & Macky, 2019; Vivek et al., 2012). While Hollebeek and Macky’s (2019) framework emphasizes how customer engagement is shaped through motivational driv- ers triggered by digital content, Carlson et al. (2018) model approaches the topic from the customer’s experiential perspective. Holleebeek and Macky (2019) examine engage- ment as a multi-dimensional process influenced by functional, hedonic, and authentic- ity-based motives, manifesting as cognitive, emotional, and behavioral engagement. In contrast, Carlson's and others models view engagement intentions as outcomes of the customer's value experience. In Carlson et al. (2018) model, content acts as a stimulus that generates three experien- tial values: brand learning value, entitativity value, and hedonic value. The model sug- gests that the customer's intention to engage is not a direct or mechanical response to content alone but based on how the content is perceived at an individual experiential level. 34 Figure 6 Drivers of customer engagement behavior intentions from perceived content (Adapted from Carlson & others, 2018) The first dimension is brand learning value, which reflects the level of new knowledge or understanding that customers feel they gain. The second dimension is entitativity value, which relates to customers' emotional involvement and their perception of its con- sistency and coherence. The third is hedonic value, which refers to how pleasant, enter- taining, or emotionally rewarding the customer perceives the interaction with the brand to be. (Carlson et al., 2018). These experiential values form the basis for customer engagement intentions, the cus- tomer’s willingness to actively participate in brand-related activities (Carlson et al., 2018). The model shows that what matters most is not how often the customer interacts with the brand, but how valuable and meaningful those interactions feel. In other words, cus- tomer behavior is driven more by the quality of the experience than by the number of interactions (Gallarza et al., 2011; Järvinen & Taiminen, 2016; Keronen et al., 2017; Lemon & Verhoef, 2016). Customer engagement behavior intentions Learning Entitativity Hedonic value 35 2.7 Response In the response phase, the consumer reacts concretely to the stimulus through the cog- nitive and emotional processes that resulted from it (Brodie et al., 2011; Le et al., 2022; Naqvi et al., 2020). In digital content marketing, different types of content trigger differ- ent types of responses and influence how customers engage with a brand or the solu- tions it offers (Keronen et al., 2017). The response is connected to the consumer’s values and goals and there is not one result of certain content (Gallarza et al., 2011; Hollebeek & Macky, 2019; Naqvi et al., 2020). However, different theories have tried to understand the process. The Mirroring Digital Content Marketing framework (Filipovic, 2023) extends the traditional DCM model by adding a provider perspective. The consumer side is based on the Uses and Gratifications theory, which sees the customer as an active agent seeking content to satisfy personal needs (Katz et al., 1973). Whether functional or hedonic, these motivations drive cus- tomer behavior in digital environments and lead to behavioral engagement with the brand (Hollebeek & Macky, 2019; Rintamäki et al., 2006; Vivek et al., 2012). The content provider’s framework is based on the S-O-R (Stimulus-Organism-Response) theory, where content acts as a stimulus that influences customer experience and behaviors. Content can trigger cognitive or affective responses, which eventually trigger behavioral responses. (Filipovic, 2023). 36 Figure 7 Formation of behavioral engagement response through provider content and consumer motives (Adapted from Filipovic, 2023) The goal of the Filipovic framework is to point out how the value is co-created and not only dependent of the respondent, as it is also dependent on the content provided (Fil- ipovic, 2023). Previous research by Shahbaznezhad et al. (2021) identified three principal types of content that impact engagement behavior: rational, interactional, and transac- tional. Salonen et al. (2024) extended this work in the B2B context, identifying educa- tional, product-related, and cause-related content as especially relevant. Educational content provides knowledge, insights, and expertise related to topics (Hollebeek & Macky, 2019). Rather than directly promoting the company’s offerings, this type of con- tent aims to establish the company’s authority and trustworthiness, potentially leading to long-term commitment and brand loyalty (Keronen et al., 2017; Morgan & Hunt, 1994; Vivek et al., 2012). Product-related content, in contrast, focuses on the presentation of products and ser- vices (Keronen et al., 2017). This kind of content often prompts quick customer actions, such as comparing options or making a purchase, by offering information that supports Content stimuli Consumer motives Behavioral engagement response 37 decision-making (Le et al., 2022; Naqvi et al., 2020). Cause-related content, meanwhile, shifts focus away from product promotion or problem-solving and instead communi- cates the company's values and social responsibility (Gallarza et al., 2011; Keronen et al., 2017; Rintamäki et al., 2006). Type Desription Primary purpose Sources Educational Provides knowledge, insights, and expertise related to technolo- gies, trends, or indus- try topics Establish authority and trust. support long-term commit- ment. Create and sustain brand im- age. Thought leadership (Ashley & Tuten, 2015; Hollebeek & Macky, 2019; Keronen et al., 2017; Rowley, 2008; Salonen et al., 2024; Shahbaznezhad et al., 2021) Product- related Presents products or services and supports comparison and deci- sion-making Guide customers toward purchase decisions with rele- vant information (Filipovic, 2023; Järvinen & Taiminen, 2016; Keronen et al., 2017; Le et al., 2022; Naqvi et al., 2020; Salonen et al., 2024) Cause-related Communicates com- pany values, mission, and social responsibil- ity Build emotional connection through shared values. Cre- ate and sustain brand image (Ashley & Tuten, 2015; Gallarza et al., 2011; Hollebeek & Macky, 2019; Rintamäki et al., 2006; Salonen et al., 2024; Shahbaznezhad et al., 2021) 38 Table 3 Content types and the primary purpose Kulikovskaja et al (2023) found that the response phase can manifest in various ways. Engagement can be active, such as co-creation, where the customer contributes to de- veloping the content or service, or such as sharing, commenting, or recommending con- tent, or for example by continuing search or by contacting someone. Engagement can also be passive, where the customer follows the brand without interacting, often de- scribed as dormancy (Brodie et al., 2011; Kulikovskaja et al., 2023; Vivek et al., 2012). In some cases, engagement can be negative, involving adverse reactions or even complete disengagement from the brand relationship. These different forms of engagement can ultimately lead to either positive consequences, such as word of mouth and customer loyalty, or adverse consequences (Kulikovskaja et al., 2023). The findings support earlier results that engagement is not a straightforward, like simply reacting or not reacting. It also shows that the goal of digital content marketing goes beyond simply generating a short-term response and aims to deliver long-term behavioral outcomes rooted in mean- ingful customer experiences. 2.8 Theoretical framework As outlined in the previous chapters, this study builds on key theories and findings from earlier research to establish a strong theoretical foundation. Building on this foundation, the theoretical framework illustrated in Figure 8 combines the central concepts of con- tent marketing, customer engagement, and the customer journey. The figure is formed around two circles: customer journey and content marketing. On the right side of the framework is the content marketing circle. At the centre are the customer’s motives, goals, and pain points, highlighting that these elements should form 39 the foundation of inbound content marketing logic. Surrounding this core are the stages attract, target, and personalize. Attract refers to the principle of drawing customers in with valuable content, rather than merely persuading them through traditional push strategies. Target involves aligning the content with the appropriate stage of the cus- tomer journey, while personalize emphasizes tailoring the content to be relevant for the intended audience. On the outermost ring are the touchpoints, which represent the re- sulting customer interactions generated through content. On the left side is the customer journey circle. At its centre are business needs and ob- jectives, which serve as the starting trigger for initiating the journey. Customers progress through stages such as recognizing a need, searching for information, comparing alter- natives, and selecting a solution. Like the content marketing circle, the outer ring here also consists of touchpoints, which reflect the concrete moments of interaction through- out the journey. Between these touchpoints and the customer’s actions lies the customer’s internal pro- cessing: their needs, motives, expectations, and goals shape how they perceive and ex- perience value. Even when customers are not actively searching, their underlying mo- tives influence how they interpret and respond to content they encounter. 40 41 Figure 8 Theoretical framework of the study (adapted from Purmonen et al., (2023)) In this framework, engagement is presented in the middle as a relational concept, mean- ing that it arises and affects the relationship between the customer and the content. The diagonal arrows connecting the two circles highlight how content marketing directly sup- ports the customer’s progress through the buying journey. Within each circle, the circu- lar arrows indicate an internal progression: on the left, customers move through the stages of need recognition, information search, comparison, and selection, reflecting a task-oriented and goal-driven decision process (Lemon & Verhoef, 2016). On the right, content marketing follows its strategic cycle, designed to align with the customer’s infor- mational and emotional needs at different touchpoints (terho & Hollebeek & Macky, 2019). For example, targeted content can meet the customer's search needs, and per- sonalized messaging can aid in comparison and decision-making. This interaction further exemplifies value co-creation, wherein both parties contribute to the engagement expe- rience (Brodie et al., 2011; Naqvi et al., 2020). Engagement does not happen instantly. It is built over time through the cumulative ef- fect of meaningful touchpoints represented within the continuous circles. Based on the literature, engagement is understood as a multidimensional phenomenon where cogni- tive engagement and emotional engagement form the foundation for behavioural en- gagement, expressed through actions. Cognitive and emotional engagement represent states of mind in which customers experience value, whether through logical reasoning or emotional reactions. In today's business environment, customers are no longer pas- sive recipients of marketing messages. Instead, they actively search for content that sup- ports their objectives. These experiences support the customer's progress through their journey by influencing how they search for information, compare alternatives, and even- tually make decisions. 42 The downward arrow linking this process to the core concept of engagement emphasizes that engagement emerges relationally from aligning company actions and customer goals. The final set of arrows from engagement to trust, customer experience, perceived value, involvement, and satisfaction represents the key relational outcomes that stem from successful engagement, as identified in prior research (Hollebeek & Macky, 2019; Morgan & Hunt, 1994). For content marketing to succeed in creating engagement, com- panies must design touchpoints aligned with the customer's goals at each stage of the journey. Understanding customer needs, anticipating their informational and emotional expectations, and delivering valuable experiences at every interaction point are critical to guiding customers from initial awareness to active engagement. 43 3 Methodology This chapter briefly introduces the client company, the objective of the interviews, and the empirical research methods used to conduct the study. It outlines the research ap- proach, the data collection methods, and the data analysis process. It also discusses the rationale behind the choice of a qualitative approach, the structure and conduct of the interviews, as well as the measures taken to ensure the reliability of the study. 3.1 Methodological choices The commissioner company is a large global technology firm and a leader in automation and electrification solutions. It operates in over 100 countries with more than 105,000 employees worldwide. In Finland, the company employs over 5400 people. Its business model mainly caters to B2B markets and is divided into four regions and 19 divisions. This thesis is commissioned by a division specializing in speed drives. Speed drives con- trol and regulate an electric motor's speed and torque by adjusting the frequency and voltage of the supplied power. The commissioner company expressed an interest in understanding how content mar- keting could be leveraged to strengthen customer engagement within a B2B context. To support this objective, the literature review first established a theoretical foundation by exploring customer engagement's meaning and multi-dimensional nature. Engagement was examined as a dynamic psychological state consisting of cognitive (thinking), emo- tional (feeling), and behavioral (acting) components (Brodie et al., 2011; Hollebeek & Macky, 2019). These dimensions reflect how customers mentally process, emotionally resonate with, and behaviorally express their involvement in a business relationship. The literature further emphasized that engagement is not solely the result of transac- tional interactions but emerges over time through a series of meaningful and value-cre- ating touchpoints between the company and the customer. Accordingly, the literature 44 review also examined the fundamentals of digital content marketing as a strategic tool for delivering relevant, timely, and customer-centric communication throughout the de- cision-making journey. The empirical part aims to deepen the understanding by the in- terviews. The empirical part of the study consists of five interviews conducted with representa- tives from customer organizations. Interviews are one of the most common methods for collecting research data (Eskola & Suoranta, 1998; Hirsjärvi & Hurme, 2022). They have also been shown to be an effective way to conduct research related to B2B value creation because interviews can provide valuable insights into customer experiences, their needs, concerns, and the sources of satisfaction and frustration. The interviews were conducted as semi-structured interviews, chosen to gather insights into the role of content in customers’ decision-making processes. Semi-structured interviews are a qual- itative research method that combines pre-defined themes with the flexibility of open- ended conversation (Hirsjärvi & Hurme, 2022). This approach was particularly suitable for the study’s exploratory nature, as it allowed the researcher to delve into participants’ experiences, perceptions, and engagement-related behaviors while ensuring that key theoretical concepts were addressed. This approach also enables a better understanding of the underlying motives behind customer behavior, particularly how they search for and use information when making decisions. 3.2 Data collection All interviewees were from customer organizations of the case company, meaning they had purchased its products or services. All interviewees work in industrial procurement or product-related decision-making roles in a B2B context. With the participants' consent, interviews were recorded to allow the interviewer to revisit the discussions for analysis. The interviews took place between March and April 2025. All interviews were conducted 45 anonymously, and therefore the names of the participants and their organizations are not disclosed in this thesis. The interviews were designed to explore what customers find valuable, what kind of content they look for, and why. The interviews were guided by four themes identified in the literature review as key drivers of engagement: emotional, cognitive, behavioral, and customer experience. Each theme had a corresponding opening question, after which the interview followed a conversational structure. The interviewer could ask follow-up questions based on the interviewee’s responses. All four themes were covered in every interview, either through the opening questions or in the natural flow of the conversa- tion. As a result, no two interviews followed the same pattern. This approach allowed participants to bring up relevant issues and elaborate on their thoughts, rather than be- ing led by the interviewer. This method ensured that the insights collected reflected the participants’ genuine per- spectives rather than being shaped by the interviewer’s assumptions (Hirsjärvi & Hurme, 2022). To improve the reliability, interview themes were shared with participants in ad- vance (Tuomi & Sarajärvi, 2018). While the interviewer did not steer participants toward specific answers, the thematic framework ensured that key areas were consistently ad- dressed. This research is exploratory, a common approach when the aim is to investigate new or poorly understood phenomena (Tuomi & Sarajärvi, 2018). Exploratory research typically involves open-ended questions focusing on “how” and “what” to gain compre- hensive insight into a topic (Eskola & Suoranta, 1998). The interviews were conducted via Microsoft Teams, each lasting approximately 25 minutes. The interviewees were thoroughly briefed and well-prepared, ensuring that the discussions were focused and relevant. Due to the interviewer’s in-depth familiarity with the subject matter and the prepared interviewees, the interview data was rich and in- sightful, providing a strong and reliable foundation for the study’s analysis and conclu- sions. 46 The interview guide (Appendix 1) was developed around the main themes of the re- search and its theoretical framework as already mentioned. The starting questions were formulated to be as simple and understandable as possible, ensuring consistency in how they were interpreted by each participant. Interviewees were informed that their an- swers did not need to focus solely on the case company but could reflect their broader experiences and opinions. The aim was to gain an understanding of their content con- sumption habits, attitudes toward different types of content, and the ways they typically respond to it. 3.3 Data analysis The data analysis began by reviewing the interview transcriptions. Recording the inter- views is also important for ensuring the reliability of the conclusions drawn from the data (Hirsjärvi & Hurme, 2022). Microsoft Teams' transcription feature was used to au- tomatically convert the recordings into text, distinguishing between different speakers. After the interview, both the transcript and the recording were reviewed, and necessary corrections, especially related to the Finnish language, were made to ensure the accu- racy of the transcribed content. The interview data was analysed using qualitative content analysis, a method well-suited for systematically identifying meanings and patterns (Tuomi & Sarajärvi, 2018). This ap- proach was chosen to explore participants’ experiences, perceptions, and engagement- related behaviours within content marketing. This approach was particularly appropriate for the current study, as the aim was not to quantify responses but to gain a deep, inter- pretive understanding of participants’ subjective experiences, perceptions, and engage- ment-related behaviours within content marketing. 47 Qualitative content analysis allows the researcher to move beyond surface-level descrip- tions to identify latent content, such as motivations, expectations, and values(Eskola & Suoranta, 1998; Tuomi & Sarajärvi, 2018). Given that engagement is a complex and multi- dimensional construct involving different dimensions, this method provided the neces- sary flexibility to explore how participants interpret and assign meaning to various forms of content, and how those interpretations influence their decisions and actions. The analysis followed a structured and systematic process. Initially, all interview tran- scripts were read several times to familiarize the researcher with the data and develop a comprehensive understanding of the content. During this phase, notes and impres- sions were taken. The process began with coding, where each transcript was examined line by line (Hirsjärvi & Hurme, 2022; Tuomi & Sarajärvi, 2018). The material was then segmented into meaning units, condensed, and abstracted into codes. These codes were reviewed and grouped according to similarities and differences, allowing the emergence of broader thematic categories aligned with the study’s research questions (Tuomi & Sarajärvi, 2018). The focus was not only on identifying "what kind of content works," but also on understanding "why" it works and "in what kind of situation." The interviewer’s questions were intentionally excluded from the coding to ensure that only the partici- pants' experiences and perspectives guided the analysis. When participants referred to specific situations or needs, particular attention was paid to how they described those contexts. The analysis explored why a specific type of con- tent was mentioned, what need it responded to, how participants expressed their con- tent preferences, what words and phrases they used, what expectations they held, and what challenges they encountered in their information search. Following open coding, all codes were reviewed, refined, and grouped into thematically coherent categories based on emerging patterns and conceptual connections (Eskola & Suoranta, 1998). Throughout the analysis, strict attention was paid to maintaining participant anonymity and confidentiality. Quotes were selected to illustrate the identified themes and provide 48 authentic insight into participants’ sayings. All citations were translated into English, and any identifying details, such as names, positions, or other personal references, were re- moved to ensure confidentiality. The nature of this study is reflected in the conclusions and recommendations for man- agers, which is based on a combination of the theoretical framework and the data col- lected from interviews. The study includes direct quotes from the interviews to present the research findings, demonstrating the comments that influenced the researcher’s in- sights. This method enhances transparency and illustrates how the conclusions relate to the participants' real experiences (Tuomi & Sarajärvi, 2018). 3.4 Reliability When assessing the objectivity of this study, it is important to note that the researcher was employed by the case company at the time of conducting the thesis. Before the interviews, there was some concern that participants might hesitate to provide honest opinions of the organization’s ways of working, knowing that the interviewer worked there. However, no signs of this were observed during the interviews. Transparency was prioritized throughout the process, and the participants were informed of the re- searcher’s role within the company. In addition, the reliability of the study is strength- ened by the fact that participants were not asked to reflect specifically on content re- lated to the case company, but rather to discuss the types of content they generally seek and value. This approach helped ensure that the responses reflected broader and more authentic perspectives. Recognizing and being open about the researcher's perspective can strengthen qualitative research's trustworthiness (Hirsjärvi & Hurme, 2022). In addition, as mentioned earlier, participant confidentiality was carefully considered throughout the research. The interviewees are not identified by name, title, or job role. Since the study was done as a commissioned project, mentioning titles could have made 49 it easy to guess who the participants were, especially in a narrow industry setting. For this reason, all identifying details were left out to protect the privacy of the participants and to follow ethical research guidelines 50 4 Findings This chapter presents the key findings from the interviews conducted for the study. The analysis followed a qualitative approach using open coding, from which main themes emerged. In this chapter, the interviews will be discussed through the aspects of the customers and their goals, information search behaviour, content consumption, value provided by content and finally how engagement is formed. 4.1 Customer goals and decision making As previously discussed, content marketing relies on delivering relevant content that supports the customer’s goals and needs (Keronen & Tanni, 2017; Hollebeek & Macky, 2019; Brodie et al., 2011). To understand what constitutes relevant, it is first necessary to understand what customers aim to achieve. According to the uses and gratifications theory, customers actively seek information that helps them fulfil their goals. In this con- text, customer goals and motivations are shaped by their professional tasks and the out- comes they aim to achieve (Keronen & Tanni, 2017; Rintamäki et al., 2006). Following this logic, the interviews in this study were initiated by asking participants about their role in the purchasing process to understand the foundations of their information needs better. The responses highlighted the customers' expert role and responsibility in ensuring the supplier's technical suitability and delivery capability (Interviewees A, B, C, D, E). Most interviewees described their direct involvement in supplier selection or defining tech- nical requirements (Interviewees A, B, C, and E). Customers often served as a liaison be- tween their organization’s internal stakeholders, including the technical team and the procurement unit. Several respondents emphasized that although the final decision is typically made collaboratively, their role is crucial in assessing technical details, quality, 51 and potential risks, and in deciding whether to proceed with the solution (Interviewees B, C, E). In procurement decision-making, price and delivery time are often perceived as the pri- mary criteria, particularly in early-stage evaluations of supplier options (Homburg et al., 2017) Interestingly, price wasn’t mentioned in any of the interviews. However, delivery time on the other hand was mentioned in almost every interview, even as a key criterion: “…lead time is the main thing. Yes, I find a product, but if it's gonna take six months. I'm looking elsewhere.” (Interviewee C). But more importantly, the purchase process involved an active and critical analysis of how well the supplier’s solution met the project's specific technical and operational needs. What was even more important was what initially caught the attention. "Well yeah, of course the company and the product itself, and in a certain way, the specific features and the way they’re presented, the selling points, those matter. There has to be something unique, like certain technical features that make it stand out from the rest, and that’s what should be highlighted. I think it’s important to emphasize that, to show that the product is in some way at the cutting edge of technology or stands out from the general mass. So it’s not just the basic info you see everywhere, but you have to find a way to bring out what’s different from a productization perspective. That’s what grabs interest, and I think that’s really im- portant in that sense." (Interviewee A). The literature on B2B markets highlights essential characteristics that influence purchas- ing decisions, including the fit of the solution to the customer's needs, risk management, and the creation of long-term value (Keronen & Tanni, 2017; Rintamäki et al., 2006; Bro- die et al., 2011). The interview findings strongly support these theoretical perspectives, as the participants emphasized the importance of receiving technically detailed and practically applicable information to assess the suitability of solutions (Interviewees A, B, C, D, E). In addition to solution fit, trust in the supplier’s expertise and transparency in 52 communication were highlighted as critical factors influencing whether to proceed with evaluating the solution (Interviewees A, B, C, E). Moreover, in addition to the product's technical data, interviewees said that decisions are often based on past good experiences, trusted recommendations, and whether the supplier can offer products, firm support, and expertise over time (Interviewees A, B, D). These factors can be viewed as key customer motivators and essential elements that define value creation and help customers differentiate among suppliers, even when the core products themselves are technically similar. In addition, many participants expressed a strong personal motivation to perform well in their roles, viewing success not only from their perspective but also from the view- point of their customers. This highlights the importance of considering the customer's professional role when setting goals and making decisions. It is essential to understand what the customer needs to evaluate, not only from their perspective, but also from the end customer's perspective. Often, B2B customers are not the final users of the solution themselves, and they must assess what the end customer values and expects. This was also something that was discussed during the interviews. Therefore, a deep understanding of the customer's role within their context becomes critical to effective value creation. This observation aligns with previous literature, which emphasizes that value creation in B2B markets is not linear but rather relational and contextual (Rintamäki et al., 2006; Brodie et al., 2011). The customer's role, including their responsibilities toward internal and external stakeholders, shapes how value is per- ceived and purchasing decisions are made. Recognizing the multiple layers of value ex- pectations is crucial for companies to foster stronger engagement and trust through their content and solutions (Keronen & Tanni, 2017; Hollebeek & Macky, 2019). 53 4.2 Information seeking behavior According to customer journey theory (Lemon & Verhoef, 2016), the journey begins with identifying the need, leading to the awareness stage, where customers actively search for and evaluate alternatives. Information seeking emerges as a central activity at the early stages of the customer purchasing process, shaping the direction of later engage- ment and decision-making. What is important to remember at this point is that the cus- tomer journey is not limited to a single purchase but often begins anew when the cus- tomer experiences a new need (Lemon & Verhoef, 2016). Based on the interview data, information seeking was not simply about generating gen- eral interest, but rather a highly goal-oriented activity tied to concrete needs (Interview- ees A, B, C, D, E). Customers actively searched for solutions to current problems, sought technical product information, and compared suppliers' abilities to meet specific project requirements. In all responses, customers emphasized that active information seeking typically began due to a particular need or problem. This finding supports the uses and gratifications theory (UGT), which suggests that customers consume content purpose- fully to fulfil different needs, such as understanding solutions or technical aspects (Katz et al., 1973). The success of information seeking, measured by the findability, accuracy, and applica- bility of the needed information, was a critical factor in determining whether the cus- tomer would move to the consideration stage. If the information was incomplete or dif- ficult to find, the process often ended at that point, even preventing further progression in the customer journey. “Yeah, if I come [across] missing information... we try to be very clarity on that... if at some point there is no fulfilling the requirement... we go with another alternative, right? Or we look for another company or whatever, right?” (Inter- viewee C). 54 Based on the interview data, customers’ information-seeking behaviour appears to be situation-dependent and proactive. The most typical ways to seek information was using search engines and visiting company websites (Interviewees A, B, C, D, E) and it was also mentioned as the starting point. Customers with technical responsibilities mentioned searching for precise and narrowly focused information, such as technical product spec- ifications, compatibility requirements, and usage examples. Information seeking was de- scribed as a step-by-step process, beginning with a general search and narrowing down as needed, as one interviewee mentioned: "Well, I guess often the first thing you do is just Google it, because if it's product X, then you'll get some (Case Company) hits right away... But yeah, usually you just type it into Google first, and then you start narrowing down the search from there as you go, and then you might find more specific things." (Interviewee A). The interviews also strongly revealed another side of active information-seeking behav- iour. Some respondents noted that they rarely used search engines or online content, instead relying directly on known contacts and supplier networks (Interviewees A, B, C, E). More experienced buyers mentioned that they no longer needed to "search for eve- rything from scratch," as they already knew where to find the information they needed. Several respondents emphasized that familiarity with their industry allows them to quickly target their information search to the right sources without extensive or random searching. This was particularly evident in how trusted suppliers and established contact networks were seen as the primary means of obtaining reliable information. As one interviewee described: "I usually already know and have a good sense of who I should reach out to." (Interviewee A). This was also highlighted by the fact that colleagues were often asked for contacts, typ- ically after recognizing the need for information (Interviewees A, B, C, D). This phenom- enon supports the customer journey perspective, which suggests that the customer’s purchasing process does not always start from an entirely new awareness stage but is 55 built upon previous experiences, interactions, and established relationships (Lemon & Verhoef, 2016). Customers' experiences form cumulatively: each earlier touchpoint lays the foundation for future interactions and influences how much new information the customer considers necessary for search and evaluation. At the same time, prior con- tacts shape the customer’s experience and shorten the path toward decision-making. Information seeking through networks not only fulfils a rational need for information but also strengthens the customer’s emotional experience of trust and smooth cooperation, which are key factors in building B2B relationships (Morgan & Hunt, 1994). However, in this case, when a familiar contact was unavailable, the interviewees re- ported turning to company websites and search engines for information. In these cases, the importance of content findability, timeliness, and clarity became critical. If the needed information was not easily accessible or the contact details of responsible per- sons were unclear, the information-seeking process was perceived as burdensome, and the process could even be abandoned. What connected both approaches to information seeking was trust. Either trust in per- sonal contacts and what was heard through them, or trust in the company’s website. The interviews revealed two types of trust: brand-based trust and experiential trust. Brand- based trust refers to the fact that every interviewee stated they did not question the content they saw coming from a familiar brand. Some even mentioned that it had never occurred to them to ask for the content provided by that company. Therefore, brand recognition itself was a key source of trust. "I usually think about who published it, and if it’s the company itself, then I assume you should be able to trust that information. If it’s their own reporting or communication, then I trust that it’s meant for them and that it’s reliable." (Inter- viewee B). "...when it's a well-known company and you know them, it kind of already comes from that, that you usually trust the product data and the information provided, that it’s not the issue. But with more of these 'no brand' products, you do kind of wonder whether it’s accurate or not. But in the case of a company like Case 56 company, they’ve been doing this for so long, they’re so well-known, so I don’t think it’s something you question." (Interviewee A). The second dimension of trust, experiential trust, was evident in the interviewees’ reli- ance on personal networks and word-of-mouth communication. Previous experiences and reputation within the field were highlighted in this section. "Some companies that we already trust right because of the (product) in the in the industry or because we already bought some product from the company and was good for us, right? So I think it's the exprience and also the knowledge In the field, right? Once it's installed it or once you use the product and it's not doing quality issues or is not failing, you want to rebuy or get more products of that right. " (In- terviewee C). Instead of solely depending on formal content or official channels, participants reported that recommendations, shared experiences, and informal discussions with peers played a significant role in shaping their perceptions of a supplier’s credibility (Interviewees B, E). Trust was strengthened through the company's open, transparent, and proactive communication. Interviewees expressed appreciation when companies reached out with personalized and relevant information, especially in cases where the content di- rectly impacted their operations, such as new product launches, factory expansions, or other strategic developments. These moments of targeted communication were seen as informative and signals of respect, inclusion, and partnership. "I really appreciate it when the information comes from a direct contact at the company, especially when it’s about bigger things. Let’s say, for example, if a factory is being expanded or something like that which affects our operations as well—then yes, I would say we have the expectation and hope that our suppliers' contacts share that kind of information with us and tell us what’s going on, so we’re not hearing it secondhand." (Interviewee B). 57 The website was also highlighted in this context, as it was used to ensure the authenticity and reliability of the information. The interviewees mentioned that if they doubted the credibility of content, they would move directly to the company's official website for confirmation (Interviewees A, B, C). Since this issue has been raised several times, it raises the question of whether customers frequently encounter fake information online or whether false information about target companies is being circulated for fraudulent purposes. Based on the interviews, all customers preferred to seek independent information dur- ing the early stages of the purchasing process before actively contacting a company. Sev- eral respondents described a process in which they first independently explored alter- natives and initiated contact only after gathering enough background information and formulating specific questions. ”once I do nave a product that I'm interested in, then I would like to engage, you know with with the salesman, you know, you know, someone who, who has a little bit, you know, hopefully an expertise level of that product.” (Interviewee E). ”I prefer researching on my own first. I don’t like being contacted right away. Once I’m ready, I’ll reach out.” (Interviewee C). This self-directed search phase was considered necessary because it allowed customers to evaluate their needs and options without external pressure. Customers wanted to ensure that the supplier’s solution appeared to be a suitable match before engaging in direct interaction. This finding further supports customer journey theory, suggesting that the journey begins with an independent awareness stage, where customers actively col- lect and assess information on their own initiative. This also supports the basic principles of digital content marketing, which supposes that online channels are mainly for infor- mation gathering. Independent information seeking gives customers control over the early stages of the purchasing process and enables them to form an initial understanding of the available 58 market options without supplier influence. At the same time, it reflects the perspective of uses and gratifications theory (Katz et al., 1973), according to which customers seek and consume content to satisfy their own informational needs. However, many respond- ents mentioned that they also noticed a negative aspect of the independence, which is the missing contacts. They mentioned it is often easy to find the information, but hard to know where to ask next. “…it’s important that there’s someone to contact, not just the information itself, but someone you can ask for more specific details. Sometimes people just want confirmation, like 'Does this work with that?' or 'Is this information correct for this?' So it’s really about having the right contact information. In larger companies, it often goes through contact centers or shared support systems, so there isn’t always a single person to reach out to. In smaller companies, it’s often clearer because there’s usually just one or two people responsible for those things. But in big companies, things like technical support or ordering are more separated, and those are handled through their own channels." (Interviewee A). Respondents’ frustration with missing contacts despite available product data reflects a failure in touchpoint orchestration. According to Lundin & Kindström (2024), a well-man- aged touchpoint should not only inform but also enable progress in the journey. The interviews also revealed an additional information-seeking behaviour that can be characterized as maintenance-oriented information search. In most responses, infor- mation seeking was described as a purposeful and specific activity in which the customer actively searched for precise information related to a particular product feature, its suit- ability, or a specific use case. In contrast, maintenance-oriented search refers to receiv- ing and monitoring information without the immediate intention of using it for a specific purchasing decision. This behaviour was reflected, for instance, in the regular following of company news or in the continuation of browsing after an initial task-focused search. One interviewee described how, while searching for specific product information, they often encountered additional interesting content on the company's website and contin- ued reading, even though the content did not directly relate to their original need. 59 "Maybe just to get a general overview, and then if something seems interesting, you might start digging deeper and checking out what’s there—especially if they have an interesting LinkedIn headline, then you end up reading what it says." (In- terviewee B). “So if it's a particular product a lot of times we will be accustomed to, Something that has like a name brand from so many years, right? Not knowing that there is a more a newer version And so once you get on that site, for instance, like case company site, if I'm used to the product x or y, I'm like Oh my goodness, they have a product x that's you know that's that's nere, And then! I would and up browsing more. Because I just discovered there's something new out there that that has better features than what I'm used to.” (Interviewee C). This type of information acquisition was not considered active searching, but rather ex- posure to information that the customer happened to encounter, not deliberately seek out. This supports the view of Carlson et al., (2018) that one of the intentions of CEB is to facilitate learning. Several respondents mentioned this kind of passive information reception, such as reading newsletters delivered via email or encountering updates on social media, particularly LinkedIn (Interviewees B, C, E). LinkedIn emerged as a key chan- nel for staying updated with industry news, product developments, and supplier activity. In such instances, the role of content was more about keeping customers informed and reinforcing brand awareness, rather than directly guiding purchase decisions. Importantly, maintenance-oriented information seeking was considered valuable for building and maintaining expertise, as well as preparing for future needs. Even when the content did not immediately lead to action, it contributed to the customer's awareness of suppliers and market developments, which could later influence preferences and de- cision-making. This highlights that B2B customers’ information behaviour is not solely rational or purchase-driven but also involves maintaining informational readiness (Kero- nen & Tanni, 2017; Rintamäki et al., 2006). This behaviour was particularly emphasized in the context of product development. 60 This type of information searching was also linked to the importance of company values and for example social responsibility. This demonstrates the need for data-based infor- mation in everyday work and cause-related content. "Those things come up more when we’re doing a broader check, like which suppliers demonstrate responsibility or similar aspects, but in day-to-day work, that’s pretty rare. Then you're usually just looking for a specific product or specific product data." (Interviewee A). Based on the interviews, it can be concluded that customers’ information-seeking be- havior is concentrated in the early stages of the purchasing process and is highly self- directed and customer-driven, shaped by factors such as experiential networks, digital findability, and relevance to the ongoing project. Figure 9 Preffered way to search information based on content need This observation is consistent with customer journey models, which emphasize that cus- tomers independently engage in information search and evaluation during the initial phases of the purchasing process (Brodie et al., 2011; Hollebeek & Macky, 2019). In the searching stage, customers primarily operate autonomously, and the company’s role is to provide relevant, easily discoverable, and practically useful information that supports decision-making and lowers the threshold for advancing further in the journey (Keronen & Tanni, 2017). 61 4.3 Content consumption In the interviews, every respondent reported regularly consuming work-related content. Content was understood to include not only marketing messages, direct outreach, or advertisements from companies, but also websites, news articles, and other organically discovered material. Content consumption in practice appeared as reading, watching, and utilizing information whenever it served the customer's role, procurement process, or organizational development needs. Based on the interview data, content consumption was primarily driven by a single over- arching goal, which supports the findings presented in the 'Information Search Behav- iour' section above: preparing for potential purchases and upcoming projects (Interview- ees A, B, C, D, E). Relevance to the specific need at hand was repeatedly emphasized in how customers approached content. If the headline did not immediately indicate rele- vance, participants often chose to skip the content entirely, and interviewees consist- ently described that an interesting or relevant headline was critical in determining whether they would open and further engage with the content (Interviewees A, B, C). Headlines were expected to directly reflect their job roles, current project needs, or broader industry developments. This finding supports the view presented by Keronen and Tanni (2017), who emphasize that the quality and clarity of headlines are crucial in digital content consumption. "Especially if there have been inquiries or work related to a certain product, then I tend to look at that kind of content more closely. Otherwise, I often just check the headline to see what it was about or what it contained…So it’s kind of like this, I’m not usually that interested to just start reading something out of curiosity. Most of 62 the time, it really has to be relevant to the current situation for me actually to pay attention to it.” (Interviewee A). This observation is also consistent with existing theory and the interview findings related to information overload. Interviewees described how excessive marketing communica- tion, particularly repetitive and generic messages, led to irritation and even negative emotional responses. Many participants noted that the amount of information they re- ceive is so high that much is easily overlooked (Interviewees A, B, C, E). Furthermore, they often received content that was irrelevant to their needs, which decreased their interest and engagement. In connection with this, interviewees expressed mixed feelings about content targeting. While each participant stated that they appreciated marketing communication tailored to their needs, they also reported receiving a large volume of irrelevant messaging. This tension highlights a key challenge: although targeted content is valued, poorly executed targeting can result in disengagement and even damage brand perception. "...if you get something that doesn't feel targeted to you at all, then you might also overlook something that actually would be more relevant to you. You could say that if there’s too much coming in, then even the more important stuff can kind of end up in the bin, so to speak, or get missed altogether." (Interviewee D). "If I’m interested, then yes, I’m usually the kind of person who will click it open right away. But there has to be a headline or some kind of introduction that catches my attention so that I’ll actually want to read more. These days, you’re often just scrolling, and I have so much information coming at me that I can’t keep up with it all. In the end, there’s only a limited amount I can mentally process, especially after a workday." (Interviewee B). The immediate need guided content consumption, how the content was presented, and how easily it could be accessed and understood. Interviewees, especially A, C, D, and E, emphasized the usability of datasheets and white papers as tools for gathering infor- mation. This highlights the importance of delivering the correct type of content at the right stage of the customer journey (Lemon & Verhoef, 2016). Indeed, based on the in- terview data, differences were observed in the use of different content formats, 63 depending on customers’ needs and intended purposes. Videos were primarily used for onboarding and training purposes, as they enabled the quick and visual absorption of information about technical products and systems. On the other hand, Datasheet-type materials were critical during actual information search activities, where customers sought precise technical details and compatibility re- quirements to support their decision-making. Brochures were often viewed as too gen- eral and disconnected from the customers' needs. As whitepapers were felt as heavy but also as convincing since someone has put the work in. Table 4 below presents all the content types mentioned in the interviews, their primary intended purposes, and the interviewer’s analysis of each. Content type mentioned Primary purpose to use Interview insight Datasheets Precise technical data for decision-making Valued for specificity dur- ing consideration stage White papers In-depth analysis, convinc- ing and credible content Seen as heavy but credible. signals effort Videos Onboarding and quick technical training Useful for new tools or sys- tems, fast learning Brochures General brand awareness, often seen as too broad Often ignored unless tai- lored to current need Linkedin posts Staying up to date with in- dustry and product news Triggers interest if title is relevant Newsletters Maintaining awareness, passive searching Received passively, appre- ciated if concise Case studies Validating supplier credi- bility Increased trust through concrete proof Product webpages Self-directed research, general product under- standing Used when actively com- paring solutions 64 Guides / manuals Detailed operational sup- port, implementation help Accessed when working di- rectly with products Webinars Optional depth, depends on topic relevance Engaged with selectively, based on title or topic News / updates Relevant updates, sup- ports trust and awareness Helps maintain relevance and perceived openness Table 4 Content types and primary purposes for using Ease of use, findability, and clear structure were identified as key factors in determining whether the content would be utilized or whether customers would seek alternative sources. For example, technical product information and compatibility requirements were expected to be easily found without complicated navigation paths. As one inter- viewee A described, "If the information is easy and quick to find, then you use it; if you have to start digging, it's easy to skip." One interviewee also mentioned that requiring personal information for access was perceived as a barrier during the information search process. “I can find that easily, but when I'm looking for technical documents on something that we may have purchased already that we need support on. Now that's that's more of a deeper dive in many cases. sometimes you have to even subscribe to the site or you know or create an account before you can even get supporting documents.” (Interviewee D). The quote above also shows the need for content after the purchase. As Lemon and Verhoef (2016) emphasize, the post-purchase phase is critical in shaping the overall cus- tomer experience and therefore the customer satisfaction and long-term loyalty. Hol- lebeek et al. (2019) emphasize that satisfaction is not purely transactional but also rela- tional and is influenced by ongoing interactions that shape a customer’s value experi- ence. If post-purchase content is difficult to access, the customer experiences practical inconvenience and feels less supported, weakening the brand's relational bond. 65 Several respondents preferred content that would be more targeted and project-specific, better addressing their immediate information needs and supporting decision-making more effectively. This finding supports the principles of customer-centric content mar- keting, which emphasize that content should be personalized and relevant to the cus- tomer’s situation (Keronen & Tanni, 2017; Hollebeek & Macky, 2019) 4.4 The value generated by content Based on the interviews, content creates value for the customer when it addresses a concrete need, supports decision-making, or highlights essential aspects of a product or service’s suitability. Content was considered especially valuable when it was timely, tech- nically precise, clear, and easily applicable to the customer’s work or ongoing projects. Thus, the value of content is not formed solely by its informational nature, but also by its practicality and contextual relevance to the customer’s specific situation. Value was interpreted through expressions where participants described content, communication, or experiences as helpful, relevant, supportive, or trust-enhancing (Interviewees A, B, C, D, E). Specific attention was paid to moments when interviewees explicitly or implicitly indicated that a piece of content, an interaction, or a supplier’s action met a need, saved time, facilitated decision-making, or created a positive emotional response. A B C D E Easy to find x x x x x Clear / understandable language x x x Relevance x x x x x 66 Technically accurate x x x x Trust in source x x x x x Concrete examples / social proof x x x Personalization x x Relevant format x x x x Strong Headline x x x Table 5 Characteristics of valuable content These experienced values can be further categorized into three main areas: informa- tional, emotional, and functional. Informational value emerged in the interviews as a key dimension of content effectiveness, particularly when the content delivered con- crete, accurate, and decision-supporting information. Customers consistently empha- sized the importance of technical precision, timeliness, and clarity of presentation. In- formational value was also linked to content that helped enhance their professional ex- pertise and keep them informed about industry trends. A strong recurring theme was the ease of understanding: while technical depth was ap- preciated, the content still needed to be clearly structured and easy to navigate. When content was complex, scattered, or illogically organized, it was perceived as burdensome. As one interviewee stated, “You need to immediately see where to find the right infor- mation,” noting that content requiring excessive navigation was often abandoned. Content was seen as especially valuable when it included practical use cases, clearly communicated product benefits, or real-world references (Interviewees B, C, D, E). In contrast, generalized messaging not directly tied to the customer’s current needs was often dismissed as irrelevant. Interviewees stressed that they would only engage with content that offered immediate, tangible value. Expectations of high technical expertise 67 were also evident. Among content formats, videos were the most used when rapid onboarding or training was needed. The need for concreteness was further reinforced by the value placed on references and customer success stories, which were deemed critical during the decision-making phase. These real-world examples provided social proof and helped establish trust, aligning with customer experience literature that high- lights the role of authentic, relatable content in shaping perceived value. Emotional value was closely tied to how content fostered trust, relevance, and a sense of connection. Interviewees emphasized that engaging and job-relevant headlines were crucial in prompting them to open and read the content, while concrete examples and real-world cases strengthened their perceptions of the supplier’s reliability. The tone and openness of communication also played a significant role. Transparent, honest messag- ing emerged as a key factor in generating emotional engagement. Although information seeking during the purchasing process was described as highly goal-oriented, participants expressed an ongoing interest in receiving content through- out the broader customer relationship. Content related to product development, system updates, and industry news was perceived as particularly valuable, even when not di- rectly tied to an immediate purchase. Customers wanted to stay informed not only about updates to their systems but also about broader product innovations and industry de- velopments. This finding supports Lemon and Verhoef’s (2016) customer journey model, which emphasizes the importance of continuous communication throughout the journey, not just during transactional phases. A noteworthy insight from the interviews was the role of information transparency in building trust. Customers expected suppliers to proactively communicate about new de- velopments but also emphasized the importance of avoiding information overload. Ex- cessive or irrelevant communication was seen as disruptive, potentially reducing engage- ment. This highlights the need to balance visibility with restraint, maintaining a presence 68 through valuable, relevant updates while respecting the customer’s cognitive limits and attention spa Functional value was primarily derived from the practical ease of use and accessibility. Interviewees consistently emphasized the importance of content that was not only easy to access but also facilitated smooth interaction with the right experts and expertise (In- terviewees A, C, D, E). Customers expressed a clear preference for personalized, project- specific content over generalized marketing materials. A recurring theme across the in- terviews was the expectation that essential information, such as technical specifications, use cases, and system updates, should be readily available on the company's website, without requiring users to navigate through multiple layers or pages. This finding supports the previous studies, that emphasize that in digital environments, quick findability is essential because customers have limited time and resources. Several interviewees also emphasized the need for greater technical depth in online content, particularly within company websites and expert materials. A common criticism was that websites too often lacked concrete and detailed information, which created friction in the decision-making process. These insights align with the content expectations de- scribed by Holliman and Rowley (2014), who argue that B2B buyers are driven by rational, utility-based needs and therefore seek content that directly supports their evaluation and decision-making processes. 69 Figure 10 Perceived value Value is not a singular or static construct but context dependent. Informational, emo- tional, and functional values each play a distinct role in how content is experienced and evaluated. For example, in high-pressure situations requiring quick decisions, customers prioritized functional and informational content, such as datasheets and structured guides. In contrast, emotional value became more prominent when trust needed to be built or when customers passively consumed content between active purchasing cycles. 70 4.5 The formation of engagement Based on the interviews, the findings on engagement supported earlier theories suggest- ing that engagement is cognitive, emotional, and behavioural and that it is neither linear nor uniform but rather multidimensional and context dependent. Engagement did not emerge as a single reaction to content but as an interactive and gradually evolving expe- rience shaped by the customer's informational needs, time pressures, personal values, and previous experiences with the company. As Holliman and Rowley (2014), Odden (2012), Lehnert et al. (2020), and Revella (2015) argue, customer-centered content mar- keting requires an understanding of the customer's values, motives, and communication preferences. For engagement to occur, content must resonate with these dimensions, cognitively, emotionally, and behaviourally. Cognitive engagement appeared when customers immersed themselves in content to gain a deeper understanding of technical solutions and support decision-making. Inter- viewees described seeking out and saving technical documents, studying product ap- plicability, and revisiting previously gathered information when needed. Information that was technically precise, easily accessible, and clearly structured was seen as partic- ularly valuable and supportive of customers' professional roles. Emotional engagement was linked to trust and emotional resonance. Customers valued honest and transparent communication, proven product reliability, and recommenda- tions based on real customer experiences. Authentic and concrete content fostered pos- itive emotional responses, while overly polished or generic marketing messages often caused alienation. Several respondents emphasized that content must “feel genuine” and connect to their everyday work to elicit engagement. Behavioural engagement is manifested in active behaviours, such as searching for infor- mation. Engagement was often situational: timely newsletters, LinkedIn updates, and website content were triggers when they matched the customer's current needs. 71 Customers responded when content appeared at the right time and felt personally rele- vant, illustrating that engagement was episodic and situational rather than continuous. These observations align with Hollebeek and Macky's (2019) framework, which suggests that behavioural engagement stems from both functional motives (the need for useful information) and hedonic motives (the desire for emotionally enriching content). More- over, cognitively meaningful and emotionally resonant content builds customers' trust. However, as noted, different types of engagement are needed at different stages of the customer journey. The analysis revealed two engagement types: need-based engage- ment and supportive engagement. In both cases, the critical factor is the customer’s goals. In addition, pain points, success factors, timing, and tone also play a central role in shaping engagement. Based on the interview data, need-based engagement can be defined as a form of en- gagement that is activated by a specific, often urgent informational or decision-making need. It is situational, purpose-driven, and closely tied to the customer’s current context, such as a technical issue, a project requirement, or a supplier evaluation. This type of engagement is not continuous but episodic: it emerges when the customer has a task to complete and actively seeks information or support that enables action. It is triggered by a clear need, such as comparing technical solutions or resolving problems with an existing system. At this stage, customers are focused solely on finding concrete data, re- flecting a highly task-oriented mindset. In such moments, engagement is bound to goals, and content becomes valuable only if it directly solves a problem or reduces the effort required to decide. Content that succeeded in this context was easily accessible, technical, and to the point and it highlighted functional and informational value. These findings reflect a functional expectation: customers do not engage for inspiration or branding purposes, but for effi- ciency, clarity, and practical usefulness. Need-based engagement is typically short-term but cognitively intense. 72 Supportive engagement can be described as a form of engagement that develops grad- ually. Unlike need-based engagement, which is triggered by an immediate task or deci- sion, supportive engagement is not tied to a specific purchasing situation. Instead, it is continuous, passive, and emotionally grounded, arising from the customer's interest in staying informed, maintaining awareness of relevant suppliers, and forming a sense of familiarity and trust over time. Supportive engagement was evident in customers' descriptions of following company updates on LinkedIn, occasionally reading newsletters, or noticing product announce- ments without actively interacting with them. One interviewee said they follow what companies post “not because I need anything now, but just to stay updated.” In these cases, engagement was not driven by a problem to be solved but by a desire to remain aware of what is happening in the market. Content that supported this form of engagement was typically brief and unobtrusive. Importantly, it conveyed transparency, authenticity, and a sense of professional credibil- ity. Customers valued open and honest companies in their communication, even when no active purchase was underway. This type of engagement was also closely tied to rep- utation and word-of-mouth; participants often said they remembered brands others had recommended or remained visible through credible communication, even outside of transactional contexts. Need based Supportive Time-sensitive, urgent ongoing, passive task and problem driven relationship and trust accuracy, technicality and direct utility brand building, thought leadership, news triggered by a need built through over time by exposure high cognitive low cognitive, built on emotional 73 The interview data suggested that supportive engagement often forms the basis for later need-based engagement. It helps build positive mental associations, brand familiarity, and trust, which can significantly influence how a customer behaves once an actual need arises. When a project begins or a problem surface, the companies that have remained present in the customer's information environment, are more likely to be remembered, trusted, and chosen. In this sense, supportive engagement creates the cognitive and emotional infrastructure that enables quick and confident action when a decision point is reached. The contrast between these two types of engagement is not binary but complementary. While need-based engagement is short-term and cognitively intense, supportive engage- ment is long-term and emotionally reinforcing. Together, they form a cycle in which sup- portive engagement shapes the perceptions and expectations that define how need- based engagement unfolds. A customer's willingness to click a link, explore technical content, or contact a supplier often depends on whether they have already formed a positive impression of the brand, seen consistent messaging, or encountered relevant expertise in earlier, more passive interactions. Without this foundation, even high-qual- ity content may be overlooked at critical moments 74 5 Results This chapter summarizes the study's main conclusions and key findings. It also presents ideas for future research. The chapter addresses the research objective on how engage- ment can be supported through content marketing. 5.1 Theoretical implications Previous literature and research have identified the dimensions and drivers of engage- ment, as well as the principles of content marketing. However, very few models explicitly connect these two areas, and the specific role of content marketing characteristics in forming engagement remains underexplored. This study contributes to the theoretical understanding of how content marketing can support customer engagement in a B2B context. By combining theoretical frameworks with empirical findings, this research strengthens existing engagement theory by highlighting specific content characteristics, such as expertise, relevance, and emotional resonance, and their impact on engagement behavior. This research supports and extends Brodie et al.’s (2011) view of engagement as a co- created, process-based phenomenon rather than a static reaction. It confirms that en- gagement emerges from a dynamic interplay between customer motives and firm-initi- ated stimuli, in this case, content. By applying the Stimulus–Organism–Response (S-O-R) model (Naqvi et al., 2020; Le et al., 2022), this study further specifies the internal mech- anisms of engagement: content functions as a stimulus that activates cognitive and emo- tional reactions (the organism), which in turn may result in behavioural engagement. In line with Lemon and Verhoef (2016), this study adopts a customer journey perspective, emphasizing that cumulative experiences across touchpoints shape engagement. The findings highlight the theoretical importance of perceived value, trust, and emotional connection between the relationship of content exposure and engagement formation. 75 This research validates earlier work on the roles of relevance (Gallarza et al., 2011), use- fulness (Hollebeek & Macky, 2019), and authenticity (Morgan & Hunt, 1994) in building engagement, as even relevant content won't generate interest without the right timing, context, and trust. Finally, the study offers theoretical value by identifying two types of engagement: need- based and supportive. Need-based engagement arises from a specific need and is situa- tional. In these cases, engagement requires product-specific, accurate information, and the customer is not interested in other content but seeks fast and exact answers. The findings suggest that the success of content in triggering need-based engagement is highly dependent on ease of access, clarity, and practical relevance. When this type of engagement is not properly supported, for example with missing contact details, unclear descriptions, or too much marketing, the decision-making process can be delayed, and the customer may look for other suppliers. In contrast, customer behaviour during an active search phase is often shaped by previ- ously accumulated, ongoing supportive engagement. Supportive engagement, in con- trast, is a more diffuse and cumulative process that takes place before and after the con- crete need has emerged. This supportive engagement is built over time through brand perceptions, prior experiences, and trust. This engagement is driven by the customer's interest in staying informed, building professional knowledge, or aligning with compa- nies whose values they recognize. Supportive engagement was particularly associated with content that was value-driven, cause-related, or designed to convey expertise and authenticity, such as customer success stories, thought leadership articles, or updates shared through professional networks like LinkedIn. The findings indicate that supportive engagement often remains latent until activated by a relevant need, at which point pre- viously established emotional and cognitive connections facilitate faster trust, easier comparison, and a higher likelihood of behavioural response. 76 77 Figure 11 Revised theorethical framework The central intersection in the model represents situational factors that influence how content is analysed in the moment, corresponding to the organism phase in the S-O-R model. These include contextual elements such as timing, task relevance, information needs, past experiences, satisfaction, perceived value, and trust. According to the S-O-R framework, the organism phase refers to the internal processes, thoughts, emotions, and interpretations that occur after a stimulus is encountered but before a behavioural response is formed (Naqvi et al., 2020). In this study, these situational factors were looked at the point of engagement aspects, and then investigated how content is evalu- ated. Therefore, engagement is not determined solely by the content but by its align- ment with the customer's immediate context and readiness to process it. These findings contribute to the understanding of engagement as not only multidimen- sional but also layered. Need-based and supportive engagement represent the different roles content plays at various points in the customer journey. Moreover, this distinction supports the idea that content marketing should not be designed for a single moment or goal, but rather as an ecosystem of touchpoints that serve both immediate decision- making and long-term relationship development. 5.2 Managerial implications The findings of this study offer practical recommendations for companies seeking to re- fine their content marketing strategies and support B2B customer engagement. First, and most importantly, companies should ensure that the content they produce directly addresses the customer’s concrete informational needs and aligns with specific stages of the buying process. B2B customers (especially in this field) seek technically accurate, practical, and easily applicable information supporting their role as experts and decision- makers. Therefore, content must be clearly structured, easily accessible, and 78 immediately helpful in evaluating the suitability of solutions. Technical datasheets, usage examples, and precise compatibility information are key content formats that support customers’ decision-making. There is no single correct path to creating and nurturing engagement, as the study showed engagement to be multidimensional. These dimensions support one another but do not necessarily lead from one to the next. Thus, companies must recognize the customer’s current needs and future intentions. The findings offer tools for recognizing different types of engagement and their triggers. Importantly, the results indicate that content alone is not sufficient. The level of engage- ment also depends on the relationship and trust built through it. As revealed in the in- terviews, customers often expected certain types of information to come directly from the company rather than being found independently, as they were mostly left uncovered. This highlights the need for content to be supported by ongoing communication and interaction. Content marketing’s purpose is to provide value to the customer. However, if information is incomplete, hard to find or unclear, the process may stop before it truly begins. Many interviewees noted they could see what they needed or knew whom to ask. Neverthe- less, content was valued especially when it was easily accessible and accurate, suggest- ing that factual, decision-enabling content is a priority. Customers also emphasized ease of use and content relevance. In addition, the importance of human connection was ev- ident: personal contact and communication were key enablers of trust. The interview data highlighted several concrete areas of improvement for the case com- pany’s content marketing, customer communication, and relationship management. The expressed preferences, observed behaviours, and content-related gaps offer insight into what actions are needed to strengthen perceived customer value and long-term engage- ment. Firstly, interviews mentioned that although information is otherwise easy to find, 79 information required after the purchase was non-existent. Companies should also pay particular attention to the post-purchase phase because continued support and commu- nication after the purchase reinforce emotional engagement and deepen trust as well as ensure satisfaction, all of which are crucial for relationship continuity and loyalty. Second, companies must invest in building trust and authenticity through content mar- keting. Interviewees stressed that emotional engagement arises from open, honest, and customer-relevant communication. Over-polished or generic marketing messages may undermine trust and even distance the customer. As presented in the findings chapter, relevant information might get overlooked due to the amount of marketing messages. In contrast, reference cases, experience-based examples, and transparent communica- tion help to reduce perceived risk and foster emotional connection. A reliable brand im- age, strengthened through consistent and customer-centered content, contributes to long-term engagement, even if customers don’t explicitly mention trust as a concern. That is also what is highlighted in the study, the perception of work should be proactive. While the case company was widely recognized as a known brand, the interviews re- vealed that other brand associations remained unclear. This suggests a need to shape and communicate brand values and differentiation actively through content. Finally, emotional engagement should not be overlooked. Since supportive engagement, the ongoing interest and relationship-building before an actual need arises, was seen as a foundation for more effective decision-making during active buying, companies should invest in it proactively. Engagement does not arise from a single touchpoint, but accu- mulates through long-term, positive customer experiences. Thus, content marketing should be part of a broader customer relationship development strategy, in which every content action contributes to overall customer value and long-term trust. Achieving this requires close collaboration between marketing and sales. 80 5.3 Suggestions for future research This study opened new insights into how content marketing can support customer en- gagement in a B2B environment, but there are still several areas that could be explored further. Future research could take a closer look at how different types of content, such as videos, webinars, expert articles, and social media posts, impact the different aspects of cognitive, emotional, and behavioural engagement. It would also be interesting to evaluate existing content strategies using different performance metrics and combine this with interview findings to see how well the content is actually working and how much content customers are really consuming. Another direction for future research could be to compare different customer profiles or industries, for example by investigating whether B2B customers in industrial and tech- nology sectors experience content value and engagement differently. Understanding these potential differences would help companies tailor their content marketing strate- gies more effectively to the specific needs, expectations, and decision-making processes of different customer groups. Since industries often vary in terms of purchase complexity, relationship dynamics, and information needs, exploring these variations could provide deeper insights into how content should be customized to drive engagement more suc- cessfully across diverse B2B contexts. It would also be valuable to look at engagement from both the marketing and sales per- spectives together. Since this study showed that personal relationships have a big impact on how customers search for information and make decisions, it would be interesting to explore how the sales process contributes to building engagement. In particular, future research could look into what kinds of content sales teams use to strengthen customer relationships and how marketing-generated content could be better integrated into the sales process. 81 While this study highlighted the cognitive and behavioural aspects of decision-making, future research could explore the role of emotional responses in the purchasing process. Although emotional engagement was acknowledged as a key factor in relationship-build- ing and trust formation, its specific influence on decision-making remains underexplored. 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What makes content informative, rele- vant, and valuable in the participants' minds, and how it supports decision-making. Optional starting question: What type of marketing content is valuable information for you? Why? Theme 2: Emotional engagement What role does the emotional impact of content play? How do trust, credibility and other affective responses form and what are the consequences? What kind of content builds confidence or emotional connection? Optional starting question: What type of content gives you confidence? Theme 3: Behavioural engagement Why, when, and how customers search for information. What happens after they en- counter marketing content? What motivates customers’ information-seeking, how they navigate content, and what kinds of actions (if any) follow. Optional starting question: When does Marketing content encourage you to take a step forward? Theme 4: Customer experience What elements contribute to a positive (or negative) experience, and how does that ex- perience influence engagement, trust, and decision-making? Customer experience is a key factor in how people perceive content and whether they continue progressing along the customer journey. Optional starting question: What characterizes an outstanding customer experience in Marketing & Communications? Do you have some examples?