What does our marketing consultant

have to do with our office move?

Last week over lunch I met with a client who was contemplating an office move to a building in which a colleague in his field resided.  They were close and didn't hesitate to refer each other.  Being at the same address might accelerate how their companies would complement each other.

When my client outlined some preliminary thoughts on how this would work, I wasn't overly pleased and said as much.  We went through the goals of this move and how it would benefit my client.  While there were some advantages, I believed the disadvantages outweighed the former; and my clients' good always comes first.

As we drove back to his office, he looked at me slyly and said, "I bet there are plenty of people who would think our meeting today had nothing to do with marketing, although that's totally what it was about."

I responded, "Thank goodness you understand that.  It's so frustrating, when some of my clients make decisions that are clearly marketing-oriented without consulting me."

It was then that he went for my jugular.  "You know, Adrienne, you're the one who always asks, "Do your clients or customers know everything you do?  How well do you think you've let people know over the years the amazing range of issues that involve marketing, where you can help them?"

That's a fantastic question that I've been pondering ever since.

Let's start with human resources.  Do you need an outside salesperson, or do you need some internal re-organization?  How much do you appreciate your inside customer service people, and could you transfer one of them?  I broached this topic at a workshop in Las Vegas a few years ago.  When I saw one of the attendees a few months later at another conference where I was speaking, he told me, "Adrienne, I took what you said to heart about insufficiently appreciating our inside customer service representatives.  I promoted one of them, and she's going to be our top salesperson within a year.  Thank you so much!"

Or a receptionist.  You have one chance to make a good first impression, so isn't it pure marketing to determine this person's credentials and job description?

How about a sub-contractor?  Will he wear a uniform from his own company or yours?  What about business cards?  How can you ensure he enhances, rather than detracts from your image?

Ask yourself the following question, and you'll know immediately if marketing is a factor in this imminent decision:

How will what I'm about to do impact the perception of us in the marketplace?

Salespeople, receptionists and sub-contractors all receive an unhesitating "considerably," so there's no question.  These are clearly marketing moves.  Yet there are others where you might fail to see the marketing ramifications to your own detriment. 

• An installer who always looks like a slob. 
• A move to a location where you're more difficult to find.
• A partnership with the potential of your losing the upper hand.
• A phone system that removes the human element from your company. 
• Selling your firm to a firm that doesn't understand your industry. 
• Promoting a painfully introverted employee to a position that requires significant client contact.
• A purchase of unbelievably bargain-priced products or services. 

The list goes on and on.

Do yourself a favor.  Before you make your next decision, think about whether or not your marketing consultant should be included in the discussions.  It's not that you know less; it's that you're so in the thick of your business that it's often difficult to see the forest for the trees.  Your marketing consultant will bring outside objectivity to your thought processes.

And do yourself a second favor.  Please recognize the incredible range of decisions in your firm that impact how the marketplace views you and respect the myriad ways in which a good marketing consultant will enhance your business, practice or organization.