
Most case studies read like press releases. Here’s how to write ones that actually persuade.
By Linda Pophal, MA, SPHR · Strategic Communications, LLC
A case study is a detailed, evidence-based account of how a specific client or customer achieved a measurable outcome using a product, service, or approach. Case studies are told in narrative form to help prospective buyers understand what results are possible and how they might be achieved in their own context. A well-written case study is one of the most persuasive content formats available to B2B marketers because it combines social proof (‘someone like me has done this’) with specificity (‘here’s exactly what happened and what it produced’).
I’ve written a lot of case studies over the years for clients across industries, in formats ranging from one-page snapshots to 3,000-word deep dives. Over that time I’ve read even more: the ones clients show me as examples of what they want, the ones competitors publish, the ones that show up as thought leadership assets in B2B sales cycles.
The pattern I see most often: case studies written for the company that produced them, not for the prospect who is supposed to be persuaded by them.
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Fifteen years ago I interviewed a half-dozen experts about LinkedIn Groups. Here’s how their advice has aged.

There is often tension between marketing and sales in many organizations. But why? Shouldn’t these two functions be closely aligned to most effectively achieve the revenue and ROI goals of the organization? What causes this tension, why is alignment important, and what steps can you take to bring these two important organizational functions closer together?
Much of my work over the years has been with “service brands”—brands that are not tied to a particular product, but to the delivery of some type of service—educational services, healthcare services, energy services, engineering services, consulting services, etc.
I’ve been doing a
There’s a raging — and quite interesting — debate that I continue to see taking place in various online forums about the relationship between PR and marketing. I’ve found it especially interesting because I recently was engaged in the same debate while teaching PR courses at a local university. Surprisingly to me, there is a group that believes quite strongly that PR is not part of marketing: that it is a separate and distinctly different function within an organization.
The 3 C’s of Marketing (company, customers and competitors) is a popular model used to help businesses and marketers develop marketing strategies by encouraging them to think about their customers and what they value, what they have to offer that address what customers value/need, and what others (competitors) are offering. It’s a model that also aligns very well with another three-pronged marketing approach: segmenting, targeting, and positioning.