Marketing’s job is to create awareness

In recent years a confusing, disturbing trend has evolved: marketing is being confused with sales, or being treated as if it is sales.  True, pure marketing has always been about communication. It has encompassed P.R., advertising, promotions, direct mail, trade shows, etc.  It’s about the message, not about closing the deal.

Marketing titles have further blurred the lines between marketing and sales. And it’s a very important line to keep perfectly clear.  But in order to give sales people exalted titles, such as “Marketing Director” (and to avoid the word “sales”) both the roles and the functions have become confused. In particular, it’s brought us back to one of the oldest questions in business:  who’s in charge, sales or marketing?

What Fast Company says:

“Marketing’s primary function should be to develop the market, to create demand for the product or services which results in High Probability Prospects. The primary function of sales-people should be to find and do business with the High Probability Prospects, as they develop.”  [Jacques Werth, co-author "High Probability Selling"]

In other words, marketing’s job is to create awareness; sales’ job is to make the sale.

With the blurring of the line between sales and marketing functions, you’ll often find that a “director of marketing” is really a sales person in marketer’s clothing. If one of those hybrids becomes your client, it can make it very hard to create effective communications.

True marketing people understand both the process and the reasonable expectations from marketing efforts. Sales people only expect results. Immediately. That’s not how marketing works. Coke became Coke through more than a century of branding. You don’t get there overnight.

The point is, when sales is in charge of marketing, the true purpose of each is lost.

Marketing creates awareness. Awareness creates sales.

Often, companies get the mistaken idea that sales can do just fine on their own. (“Who needs marketing?”) They get the idea that sales is all they need if they see dollars marching in every time sales people come back. But how often are those sales people doing it all on their own? If they don’t have good marketing materials and support, are prospects really as receptive?

My simile is that sales people are the ground troops and marketing is the navy, pounding the shoreline to make it possible for sales to land on the beach. The troops need that covering fire to make it, but because they’re down on the ground, it tends to look like they did it all on their own. Ultimately, neither one can win the war alone. (O.k., that simile is done.) The simple point is that prospects are far more receptive after they’ve been softened up by really good marketing materials.

And don’t forget that a single piece of marketing can be seen by tens of thousands of people at a time, while a salesperson can only talk to one prospect at a time.

Marketing is strategy.

Marketing has always been about communication. For communication to work, it must be on strategy.  That strategy must be arrived at before materials are created, and it must be communicated through compelling messaging. To be compelling, the marketing communication must be relevant to the true target audience.

(By the way, figuring out exactly who your target audience is must come first. You need to be able to answer, “For whom does your product or service exist? Why will they want it? Who else does what you do? What makes your offering different? What will it take to win?”)

Sales is execution.

Sales has typically been based on making promises. Things go wrong when those promises are at odds with the marketing strategy. That’s bad, very bad. One of the basic tenets of branding is that the very same message is communicated by everyone, in all departments, across the board. If outbound sales is saying whatever comes into their heads to make a sale, you’ve got to rein them in and make sure, absolutely sure, that they’re only communicating the agreed-upon strategy.

Sales and marketing are inextricably, symbiotically connected. The ultimate job of marketing is to support sales. And the ultimate job of sales is to execute on the promise of marketing. Marketing is about driving awareness and interest. Sales is about closing the deal. They’re connected, but distinct. They need each other, but cannot do each other’s jobs.

The most successful sales people I’ve ever known say, “I’ve never made a promise I couldn’t keep.” The most successful marketing corollary is “Never over-promise.” By sticking to truly relevant, entirely believable messaging, everyone will succeed.

Example: if you’re doing an ad for a coffee maker and write, “How to make the best coffee in the world,” it stretches believability and accessibility. It’s over-promise.  But if instead you write, “How to make a better cup of coffee,” you’ve now set a believable, attainable goal (with thanks to Leo Fassler).

Keep them separate, but together.

What’s communicated by everyone in an organization is vitally important – to the company image, and to the brand. If you want a consistent message going out to all your current and potential customers, you have to make sure that your internal folks understand exactly what to say to your external audience.

Sales cannot make up its own version of the marketing message. Marketing cannot remain aloof and separate from sales. You have to talk to each other to communicate and agree on the messaging that works best for everyone.

Marketing strategy is defining the target customer – understanding their needs, knowing the competition, setting appropriate pricing, developing effective promotional materials – and then communicating all of that to the sales team so that they can apply their sales techniques most effectively.

You need each other. Really.

Marketing is at the core of branding – you’re creating critical awareness about a product or service within a targeted audience, and about your specific potential for fulfilling the need for that product or service. Marketing is also about defining the benefits of the product or service and how to communicate those benefits effectively – all of which is given to the sales force to execute on.

Sales is the other end of the stick, using inbound or outbound people to zero in on specific targeted prospects as a result of warm leads from responses to marketing materials.

Marketing creates tools that support sales. If the tools are not working, sales has to let marketing know and, together, you have to redesign those tools to end up with communication that does work.

If either marketing or sales gets the idea that they’re running the show, someone in charge needs to sit them down, straighten them out and then turn them loose to try it again.