Socialbakers had the sort of problem that can hide inside a good report. Its publicity was growing. Its identity was still too small. According to Trier and Company’s account of the engagement, the market saw a social media analytics provider where the business wanted buyers to see a broader marketing platform. The coverage was arriving. The intended meaning was lagging behind.
That is an awkward discovery for a communications agency. Getting attention is the visible part of the job, the part that fits neatly into a slide. Getting a company understood requires a more intrusive question: what, exactly, are people taking away from all this attention?
Trier’s answer makes the agency worth a closer look. Its work lives in the distance between a technical capability and a useful explanation. In that distance, a perfectly accurate product description can still be a thoroughly unhelpful story.
The wrong drawer in the buyer’s mind
For Socialbakers, Trier paired proprietary data with the CEO’s interpretation of developments affecting marketers. Trend reports and commentary gave journalists material tied to their own reporting needs. The agency describes more than 150 pieces of coverage in a year and a press operation that began receiving requests for fresh insights.
The interesting change was the role the company could occupy: an adviser to marketing leaders. Its data became a way to explain the market those leaders inhabited. The campaign illustrates a useful editorial test. After reading your story, could someone make a better decision? Or could they merely repeat your company’s name?
A coverage count measures appearances. Positioning asks what those appearances teach the audience.
A business built around the second call
Beth Trier founded the agency in 2001. It remains independently owned, with a focus on business-to-business technology. Its published portfolio ranges from enterprise consulting to cybersecurity and microLED manufacturing. These are markets where an explanation may need to survive scrutiny from a technical specialist and still make sense to someone approving a budget.
The agency describes a majority of clients as repeat clients, including marketing executives who bring it into a new company after changing jobs. It also says more than 80% of its business over the years has come through referrals. Those are company-reported claims, but they reveal how Trier thinks about its own market: a relationship can outlive an individual account.
Client Nina Simosko offers a practical explanation in a testimonial: direct access to the person doing the work. For a buyer, that is a more tangible distinction than an agency declaring itself creative. It affects who takes the call when a draft is wrong, a story changes or an executive needs an answer.
“We know who does what and we communicate directly with that person”Nina Simosko · client testimonial
Trier’s team page lists specialists in brand strategy, strategic communications, content, media relations and social marketing, as well as a London office lead. Its international offer combines its own people with additional network support. The proposition is coordinated expertise across markets, delivered through an ongoing working relationship.
Give the expert somewhere to stand
The Capgemini case shows what that relationship can produce. Trier describes an assignment to improve North American visibility and move perceptions beyond outsourcing. Its approach included executive commentary, customer stories and the global rollout of Experts Connect, a website built around the consulting company’s experts.
This is a useful way to think about thought leadership, a phrase that can make otherwise sensible people reach for grand abstractions. A consultant has knowledge. A reporter has a question. A potential customer has a problem. The communications work is to arrange a meeting among the three.
Trier reports media coverage and speaking opportunities over six to eight months. The mechanism is more instructive than the victory language: make expertise accessible, give it a recognizable point of view, and connect it to problems outside the company. A business does not need a new invention every time it wants to contribute something worth reading.
An editorial reading of the work, not a proprietary Trier framework.
From dark-web data to tiny displays
Cybersixgill supplied a different kind of raw material: threat intelligence. Trier’s case describes rapid commentary on security incidents alongside educational content, contributed articles, video and social distribution. The agency reports more than 410 stand-alone media placements in 2023.
A threat researcher’s findings can be valuable well beyond a product pitch. They can help explain an incident people are already trying to understand. Here, timing belongs inside the creative process. An excellent observation delivered after the discussion has moved on has a different value from one delivered when it can clarify the news.
VueReal presented an education problem around microLED manufacturing. Trier describes building messaging around the company’s MicroSolid Printing technology and tailoring content for audiences at different stages of understanding. Its case reports more than 100 stand-alone media placements during 2024.
2023 · agency-reported
2024 · agency-reported
These are separate campaign counts, not a contest between clients. A placement total does not tell a buyer whether the right prospect read the article or whether the article influenced a sale. The practical lesson is to choose the question before celebrating the number. Visibility, engagement and commercial impact require different evidence.
The meter stays off
Trier sells its services through monthly retainers with a ceiling. Its FAQ says it does not bill by the hour or add hourly charges, and that fees vary with company size and funding. That structure puts the buying conversation around the engagement: the people involved, the work expected and the access required.
For a prospective client, the sensible next step is a scope discussion. Which executives will participate? Who can approve commentary quickly? Which markets matter? How will paid distribution be handled? What counts as progress? A predictable billing structure is useful only when both sides understand what they are agreeing to do.
The work spans messaging, PR, articles, website content, email, social campaigns and reporting. A buyer can assemble those skills internally or commission separate specialists. Trier’s case for combining them is continuity: the central explanation should remain recognizable as it moves from an executive interview to an article to a social post.
Borrow the question before the campaign
There is a modest exercise worth copying. Write down the label a prospective buyer currently gives your company. Then write the label you believe your evidence can justify. The difference is a communications brief. Find the customer example, original observation or technical finding that can make the second label credible.
This approach asks something of the client. Experts need time to participate. Claims need support. A continuing campaign needs material beyond a launch announcement. If the offer itself is unclear, wider distribution can simply introduce more people to the confusion. Those are working conditions to discuss before buying more activity.
Trier’s history has brought outside recognition, including the 2020 Inc. 5000 and Beth Trier’s inclusion in The PR Net’s 2025 influential communicators list. Its work also continues into newer technical subjects: a March 2026 DataKrypto announcement identifies Trier as the media contact for the confidential AI company.
The subject matter changes. The opening problem remains familiar. Someone inside the business understands why the technology matters. Someone outside it has yet to see the point. The useful work begins by taking that second person seriously.