When I was an editor, PRs used to pitch thought leadership pieces to me a lot. 

Comms teams and their clients value them because they build credibility, demonstrate authority, and attract attention organically. Journalists – at least ones like me on small editorial teams – like good thought leadership pieces because they add value and don’t eat into the precious editorial budget. 

The kinds of people I would look to for thought leadership were the same kinds of people I’d want to interview anyway. And a well-pitched note from a PR who understood the publication usually got the ball rolling. 

The problem I often had was that either the PR or the client tried to use the opportunity to shoehorn in brand mentions and messages, rather than offer genuine insight and expertise. 

For some, the idea of talking about the wider industry or sharing expertise on a topic must have seemed like a waste of time. So, I’d receive what could only be described as advertorials. I didn’t run them – I forwarded them to the commercial team to follow up with prices. And honestly, I felt a bit annoyed that my request for genuine insight and a clear “please not a thinly veiled advertorial” had gone unheard. 

For example, you could probably summarise it as: “Alcohol-free beer brand says alcohol-free beer is the future. Here’s why our brand is so great and will lead the category.” Completely useless to the wider trade. 

So, what’s the point of doing thought leadership pieces if publications don’t want you to shout about your brand? 

Well, showing yourself to be an expert in your field builds authority. Offering advice based on your own learnings shows you’re part of the industry and builds trust. Sharing knowledge – including the times you’ve made mistakes – shows you’re willing to help, and that you’re human. 

And all that must be good for your brand. 

By Fiona Hamilton, director of strategic growth 

As the conflict in the Middle East continues to disrupt supply, food inflation remains high, and consumers spend more cautiously, pressure is increasing on foodservice buyers.  

The impact is clear: less time, tighter margins, and little appetite for just another product pitch. 

Buyers need solutions that work in the reality of a busy kitchen. And that shifts the role of marketing and how we sell. For those that want to win, it becomes less about pushing products harder and much more about showing how you solve real operational challenges. 

The brands cutting through are starting with the problem – labour, consistency, cost, speed, additional profit potential – and showing where their products can help. 

Get that right and buyers don’t just see your product. They see it working in their world. Which is much more likely to result in a ‘yes’. 

How to reframe your narrative: 

Start with your USP – but make it relevant
Differentiation still matters, but only if it connects to a real need. Don’t just ask what makes you different; ask why that difference matters in a busy kitchen. If it doesn’t save time, reduce stress, improve consistency or drive profit, it’s not your strongest story. 

Prove there’s demand
Buyers are risk-averse so demonstrate that your product is already resonating with consumers. Use strong social proof to build immediate trust and credibility. That could be usage data (“9 out of 10 consumers would choose X”), or compelling consumer testimonials. 

Highlight your operational edge
Focus on tangible improvements your solution delivers in practice: faster service, simpler prep, lower costs, or improved labour efficiency. The clearer the day-to-day advantage, the stronger your proposition. 

Quantify the commercial impact
Show how your offer improves performance where it matters most – margin, throughput, or meal-time spend. Wherever possible, give numbers to it to turn interest into a clear business case. 

Speak your buyers’ language
Lose the brand jargon. Step into their world – whether that’s the kitchen or boardroom. Talk covers, wastage, labour constraints and service pressure. When buyers feel understood, they’re far more likely to engage. 

At its core, this approach is about reducing risk. The more proof you provide, the easier it is for buyers to make a decision. Then the faster your sales team can move. 

Create your selling story 

If you need help shaping your brand narrative, let’s talk.