Almost every new client I talk to refers to their marketer as a salesperson. I try to diplomatically tell them that marketers are not salespeople! Salespeople get a contract signed or deliver a product and collect payment, or at least a commitment to pay.
Salespeople are partially judged on their closing ratio. How many visits and clients they call on, and whether or not they actually got a firm agreement – in writing. Typically, sales estimators, and often even senior project managers are tasked with going to a job site, evaluating, and assessing the loss, often writing a scope and or estimate and getting an agreement in writing with the property owner.
The problem arises when the owner or office manager puts a help-wanted ad on the internet trying to fill the position of marketer, but they advertise for a salesperson. There’s a very confused public regarding exactly what position you are trying to hire. You usually get the wrong applicant. Salespeople generally do NOT make good marketers and conversely marketers don’t make good salespeople.
It gets even more complicated because many companies realize they aren’t trying to hire a salesperson, so they advertise for a “marketer.” Guess what you get when they apply? Those applicants applying for a marketing position always only want to be at a desk. They don’t want to go out and face real clients. They are afraid of being told NO. Sure, they may be good advertising, SEO, website building, graphic design and build really great flyers and brochures.
This type of “marketer” isn’t what you need or want to build your business with insurance agents or plumbers. They certainly won’t be motivated to go out on the road and call on agents and plumbers and attend networking events. Even more discouraging is that almost all the website work, or social media posting, or brochure building is passive at best, and you’ll never generate enough business that way.
The kind of “marketer” that you want working for you is someone that’s likeable, not afraid of rejection, willing to ‘cold-call’ and build relationships. They need to be hungry and quietly aggressive, always realizing that they must bring real value to those visits and interactions. They need to be self-starters and persistent, but not obnoxious.
I recommend that you have them take (complete) a Berke Assessment to help determine how they rank. Rarely does a low-ranking person do well as a marketer. It isn’t a crystal ball, but it provides you with good understanding of their strengths and weaknesses.
At the CREST Network, we administer those assessments and assist with the interview process so you can have another opinion. Many owners, when interviewing, hire someone “just because they like the person.” That person can say all the right things at an interview and then bomb terribly in the position. Having another set of ears and eyes on the candidate can prevent making a hiring mistake.
We try to help the candidate understand several things that they would be expected to perform. I’ve listed a few of them here:
- Build a route of potential prospects
- Visit those prospects
- Develop relationships with them
- Follow up and follow through regularly
- Possibly do some social media engagement (5% of their time)
- Be willing to work 45-50 hours or more each week
- Make judgment decisions of client ranking (A,B, or C)
- Be coachable and willing to follow today’s coaching
- And much more (I can elaborate on a call with you)
As is quite obvious, hiring a marketer that will generate at least a million dollars a year in revenue for you is extremely important. Giving them the proper coaching, training, and guidance is essential. During the past 15 years, I have rarely seen a marketer that is capable of generating this kind of revenue without coaching and intense RMS (Restoration Marketing Specialist) certification training.
Author: Dick Wagner 419-202-6745 Call Me Anytime
Email to: Dick@AskDickWagner.com
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