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Our Perspective

What this means for leaders navigating growth, change or transformation in their organisation.

The Real Bottleneck

Deals rarely wait on features; they wait on confidence. Buying groups don’t measure speed; they manage risk. Brand earns the right for sales to move faster by compressing doubt before the first conversation. That’s why the question isn’t “How long to close?” but “How quickly do we remove hesitation?” Trust is the practical mechanism.

Edelman reports that roughly 59% of people are more likely to try a new offer or choose a non‑cheapest option when they trust the brand, underscoring how confidence advances buying decisions.

Time To Trust Metrics

Treat time to trust as the interval between first meaningful exposure and a buyer’s clear belief in fit. It’s observable, and it can be engineered. Define the leading signals that show trust arriving earlier, then instrument them across marketing and sales. This reframes “brand” from a campaign asset into a pipeline variable.

Track a tight set of weekly indicators:

• First‑meeting lead time: days from inbound to booked senior meeting.
• Problem acceptance ratio: share of prospects who articulate your problem framing unprompted.
• Qualification-to-proposal: time between discovery and agreed next step.
• Objection mix: fewer “why change?” debates; more “how and when?” discussions.

Narrative As Operating System

Inconsistent narratives force buyers to reconcile your story for you. When marketing says one thing and sales pivots in the room, you add cycles that no discount can repair. A crisp, shared storyline—problem, stakes, approach, and proof—creates momentum because prospects advance themselves. We often see organisations over-invest in late‑stage concessions while early friction, born of unclear narrative, stays unsolved.

When the narrative lands, buyers mirror your language, evaluation becomes simpler, and stakeholders join earlier because they recognise themselves in the story. That’s brand, doing pipeline work.

Implications For Leaders

The leadership task is to turn trust into operating discipline, not a sentiment score. That calls for design choices about measurement, teams, and moments in the journey where risk is removed quickly and visibly.

Prioritise three moves:

• Make brand promises verifiable: show evidence early so discovery shortens.
• Redesign pipeline reviews to include trust milestones, not only stage probabilities.
• Fund earlier teaching moments—formats that help the market make sense, not just react.

Marketing Charts, summarising Edelman’s study, notes that 88% of adults see brand trust as decisive in buying and 67% are more likely to stay loyal and advocate when trust is present, signalling that earlier trust doesn’t just speed decisions; it sustains them after purchase.

In the end, organisations that manage to time to trust build a compounding advantage: fewer cycles spent earning belief, more time spent creating value together.

Sources:

• Trust and Brands: The Collapse of the Purchase Funnel — Edelman
• 7 in 10 Consumers Say Trust in Brands Has Become More Important — Marketing Charts (reporting Edelman study)

1. Brand’s Role in Driving Strategic ROI
2. Brand Perception’s Role in Driving Business Impact
3. Elevating Brand Perception to Increase Sales Conversion