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When a company enters a market where it is not yet known, the claims it makes about itself lack context, and its B2B credibility must be built from scratch. A domestic client may be a leader in the industry, but the foreign buyer is unaware of this. A certification may be decisive in one country but little known in another. The experience is there, but its value still needs to be conveyed and validated.<\/strong><\/p>\n This gap between actual competence and perceived credibility was the inspiration for Marta Gon\u00e7alves\u2019s article in SOL, Your company has already lost.<\/a> He just doesn't know it yet. The website<\/em> It can make the company easier to understand. The decision to consider it credible also depends on who confirms what the company claims.<\/p>\n The article Trust and Credibility in Sustainability Reporting<\/a>, by Gaizka Ormazabal, published online<\/em> on October 20, 2026, in the magazine Accounting and Business Research<\/em>, helps shed light on this issue. The author argues that credibility is not the result of a single mechanism. Management bodies, investors, regulatory agencies, auditors, and others stakeholders<\/em> They contribute at different times and in different ways.<\/p>\n <\/p>\n B2B credibility does not stem from a single source<\/strong><\/p>\n The study focuses on information related to sustainability, which is often forward-looking, scientifically complex, and dependent on data from outside the company. It does not analyze the selection of B2B suppliers. Nevertheless, the four dimensions used to compare credibility mechanisms offer a useful tool for assessing who can validate a corporate claim.<\/p>\n The first factor is proximity to the source of the information. Those who have been closely involved with the project have a better understanding of the data, but may have less independence. The second is the scope of influence: a client\u2019s recommendation may carry weight in a specific decision, while a regulatory agency or industry association reaches a broader range of stakeholders<\/em>.<\/p>\n The third factor is the maturity of the mechanism. An audit follows established procedures; an informal testimony depends primarily on the reputation of the person giving it. The fourth factor concerns the incentives for scrutiny. Those who validate information only lend credibility when they have reasons to verify it and something to lose if a false or incomplete statement is confirmed.<\/p>\n <\/p>\n A validation map for B2B<\/strong><\/p>\n Start with the claims that carry the most weight in the decision. Industry experience, the ability to operate internationally, security, meeting deadlines, return on investment, or technical integration are common examples. Don\u2019t try to verify everything: choose the promises where a lack of proof could cause the company to be eliminated from the list before the first meeting.<\/p>\n For each statement, identify the available evidence. This could be a quantified result, a client case study that has been authorized for disclosure, a certification, an audit, a contractual indicator, or a methodology that can be analyzed. If there is no evidence, the priority is to produce it, not to seek a more persuasive wording.<\/p>\n Next, choose your partners based on market conditions. A local partner can reduce uncertainty about the ability to operate in the country. A well-known client demonstrates experience. An industry association provides an institutional framework. The trade press makes the company\u2019s work visible to audiences that do not follow its channels. An auditor or certifier confirms compliance with defined criteria.<\/p>\n Finally, specify the channel where this validation should appear. A hidden reference in a proposal doesn't help anyone looking for information before making initial contact. The same goes for a news story that never reaches the website<\/em> or for a certification presented without explaining what it guarantees. The evidence must be available as soon as a question arises.<\/p>\n <\/p>\n Choose validators, not repeaters<\/strong><\/p>\n Not all external connections add credibility. A partnership without a clear role, a generic endorsement, or a purchased award may increase visibility without reducing perceived risk. More important than someone who simply repeats the company\u2019s message is someone who has sufficient knowledge, legitimacy, and independence to put it to the test.<\/p>\n Nor is there a universal validator, and credibility stems from complementarity: a customer example demonstrates the application, an audit verifies a process, an association acknowledges membership in the sector, and an expert explains the technique. When these pieces of evidence point in the same direction, the claim becomes more resilient to scrutiny.<\/p>\n <\/p>\n The Role of Public Relations in B2B Credibility<\/strong><\/p>\n