"One-On-One Marketing. Or Is That Selling?" by Laurie Robert, NRB, Inc.

When we think of marketing, we generally think in terms of advertising and editorial campaigns, product promotion, and direct mail. A broadcast approach to generating awareness, so that potential buyers will make the all-important connection between our companies' products or brands and their own needs. We design and enhance our websites and brochures to project our image, products, and services in a creative and enticing manner.

When we think of sales, we generally think in terms of bringing an opportunity to closure. We think of the ultimate return on the investment made in the marketing campaign.

In the retail-to-consumer arena, marketing and sales are generally two distinctly separate entities. One creating a need and the other fulfilling it. However, there are some retail marketing programs that can be so powerful, the product truly sells itself, and sales people assume more of an order-taking role.

Business-to-business marketing campaigns, on the other hand, tend to be a little less pretentious; there's less pizzazz! (When was the last time you saw a commercial with a baby polar bear diving off an ice floe, swimming to another where his mother is waiting to take him to his new portable?) Business marketing programs rely more on print media, directories, web-site links, and trade shows when advertising.

Regardless of the amount of exposure achieved through our marketing programs, the complexity of our products ordinarily means that potential customers won't make purchasing decisions based on what they see in print or at a trade shows. For us, even the best marketing program (though crucial for customer awareness) will simply serve to present opportunities to do business. From that point, we rely on sales teams to move these opportunities forward.

Where is the Line Between Marketing & Sales

When it comes to marketing and sales, I believe our industry is somewhat unique. Because of the customized nature of many of our building applications, these two areas can overlap or become inter-changeable. Product development, for example, might fall under the "marketing" category when it is done in anticipation of or in response to "market" demand, which is often a result of "market" research. However, in our industry's situation-even after a potential buyer finds our print ads, looks over our websites, and sends for brochures-he may still not be able to find anything that suits his needs. Enter the sales people.

The innovation and product knowledge that your sales people possess, along with their ability to apply it to the potential buyers specific needs, can be one of the most powerful marketing tools in your promotional portfolio! (Yet this is generally perceived to be a sales function.) A good marketing program needs fresh ideas and a creative approach. A good sales person needs to be a walking, talking "creative department."

Positioning Yourself as a Partner & Problem Solver

Today, in our particular industry, more and more potential buyers are looking for full service solutions to their space needs. Sales and marketing functions become inter-dependant as the sales person conducts face-to-face market research by exploring the buyer's specific wants and needs, as well as all the circumstances surrounding them. The more time spent discovering the potential clients long- and short-terms needs, the more dialogue generated. More dialogue, more confidence. Buyers and sellers are just people, and people tend to do business with those with whom they are comfortable.

Good broadcast type marketing campaigns, quality brochures, and websites will serve you well in strengthening your corporate image. And that will undoubtedly secure you that opportunity to do business that must come first. But it is your sales people who through creativity, innovation, and product knowledge can position themselves as the representative of your company, one-on-one with the buyer as welcomed partners, facilitators, and problem-solvers.

Remember that ours can be a complicated product offering with unique design elements. A successful sale is likely not the direct result of an excellent website. Success may not even come from out-bidding, but rather out-maneuvering.

When you are setting your marketing plans and budgets, consider on-going product training for front-line people so they have the knowledge and skills it takes to be creative. Your company may have the coolest website ever, but it's ultimately sales people who are presenting your strengths (or weaknesses) to potential clients.

Recently, I heard the term "imagination architect" used to describe an individual able to gather information from potential clients through questions, conversation, and idea-sharing, and then build (a graphics program in this case) to suit precise needs and budgets. Given the vast variations in product designs available in our market, it struck me that the term seems appropriate for those sales and marketing folks in our industry, too.

Laurie Robert is vice president of sales and marketing at NRB, Inc. in Grimsby, Ontario, Canada.  She also serves on the board of directors as MBI's vice president.