Here’s a quick example of what I mean. I interviewed an SME about a new enterprise software platform. One aspect of this that they talked about was an automation feature:

“This feature is designed to automate the process of extracting data from two legacy systems and integrating it into the platform, removing the need for manual data handling while ensuring the information is available within the system.”

There’s a lot of business value in this paragraph:

‘…extracting data from two legacy systems and integrating it into the platform.’ Extends the use and value of older systems as they don’t need to be replaced straight away, and reduces disruption.

‘…removing the need for manual data handling.’ Fewer errors, reduced manual work, so staff time is freed up for other things.

‘…ensuring the information is available within the system.’ Helps teams respond faster and provides better data visibility.

Lost in (technical) translation

The problem is that all this is lost if it stays in technical language or explanations. If you leave it as it is, you could also lose your reader, because they want to see how, in this case, a software platform will help their business.

And this tells them they’ll have higher-quality data and information to work with; their staff will have more time for higher-value tasks; they’ll get the information they need quickly; and they won’t have to worry about their older systems.

We’re all techies in our own way

You might be wondering if this means that SMEs and technical experts don’t understand the business value of the technology they’re so familiar with.

They do, they just word it in the language they use every day. Just as anyone does when they’re talking about a subject they know a lot about.

We know we’re talking about business value; it just doesn’t always come across that way to the reader or listener, who’s looking at this from a different perspective.

How to ‘decode’ technical speak into marketing and sales speak

I’ve been asked a few times to teach technical experts how to ‘talk’ in marketing or sales language, but I think that misses an important point. By asking the right questions of experts and specialists and listening carefully, you’ll ‘decode’ the business value you might otherwise have missed.

Another example, this time a cybersecurity expert talking about their company’s product:

“The platform continuously monitors authentication activity across the environment. It analyses login patterns, device information, user behaviour, and access requests in real time. If it detects something unusual, it can automatically apply additional verification steps or restrict access until the activity is validated.”

The less obvious business benefits:

‘…continuously monitors authentication activity across the environment.’ The value here is that the system is under constant guard, always a good thing.

There’s also another benefit for audits and compliance. The company has evidence of who accessed what, when, and can show how security controls are working.

‘…analyses login patterns, device information, user behaviour…’ Two things here. It helps protect sensitive systems and information by adding an extra layer of security.

A stolen password alone won’t get an attacker in because the system checks the behaviour matches the person.

‘…automatically apply additional verification steps.’ This has a business value for a team; they can spend less time on routine alerts. Another one is that staff and customers can access the system quickly and easily.

A second look can help you find even more value

It’s always worth looking at something a few times, because there’s often a second benefit you might miss if you focus on the first one, understandably. And the more you find, the more choices you have, and that helps you create a strong case study or success story.

We’ve covered a lot in the two examples, and I realise it can look overwhelming, so you might worry you’ll miss something important. I worry about the same thing. Here’s what helps.

I use a three-step formula.

1. The expert gives me the technical information.
2. I listen to that and ask myself: ‘What changed?’
3. Then ask: ‘What is the human/business or both consequence of this?’

Here’s an example to help explain how this works in practice.

The expert says: “It simplifies managing security policies across thousands of users.”

What changes? Team managers don’t need lots of specialist knowledge. They make fewer mistakes, and it’s quicker and easier to change policies as needed.

What’s the consequence for the people involved, the business, or both? It’s easier and less stressful for staff and team managers. And it helps keep the company secure.

I was once asked if you could create an AI that could do this; maybe you could. However, we notice things that only another human would notice.

AI can be a big help, but the things you hear and see are what give your case study its edge. One human to another.

I’m Sara Edlington, a B2B technology case study writer.

With twenty years in tech journalism behind me (The Times, The Independent, StrategicRISK Europe), now I help B2B technology companies turn customer success into stories that prospects recognise themselves in. If your customers have a story worth telling, either get in touch or find out how I can help you.

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