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When On-message Marketing Makes for Off-trust Sales

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Being “on-message” is a sort of  First Principle for marketers.  (You may be more aware of the term through politicians, who in recent years have become astute consumers of marketing technologies).

The “on-message” concept is closely allied to the broader strategic term “alignment.” The core idea is—if you get all the parts humming in sync, you will certainly avoid contradictions, and probably create synergies.

Who could argue with that?

Well, like any good concept taken to excess, it can turn nasty.  That’s what happens when marketing pushes the “on message” concept too hard onto sales.

What caught my eye was the cover story of the September 2007 issue of PharmaVoice (though it’s not an issue unique to Pharma—it can be found in professional services or technology as well):

The pharmaceutical industry can no longer afford to be off-message—not even once—in this exceedingly competitive marketplace…
Innovative pharmaceutical companies are redefining the communications process by tearing down the walls between the different factions: agencies, sales, marketing, and public relations.

By including “sales” with agencies, PR and marketing in a broader process called “communication,” sales is potentially being set up for lowered trust.

Sales should be about dialogue between seller and customer. That means two-way conversation—synchronous—at the individual level. PR and marketing by contrast are largely one-way—asynchronous—a monologue, and almost always one-to-many, rather than individual (one-to-one marketing is largely aspirational).

Customers have no problem with marketing, as long as it doesn’t claim to be personal and synchronous. Customers have no problem with sales, as long as it is a true personal dialogue.

Trouble happens when one mode pretends to be the other. And that is what happens when sales is forced to operate mainly in the “on-message” mode. For a salesperson to be “on-message” means they are “off-dialogue” and asynchronous—while still pretending not to be. Result: customer disconnect.

Basically, we don’t trust people who insist on mouthing ad slogans at us.

That doesn’t mean salespeople should be random content-generators, or that they should shy away from marketing dialogues. It simply means that, past some point, treating sales as an extension of marketing will erode sales effectiveness.

What that point is, is hard to define. Just where do the plains end, and the mountains begin? The fact that the transition point may be hard to define doesn’t mean mountains don’t exist.

Think of it this way. If marketing is in charge of all your sales collateral materials—you may be an “on-message” abuser. If marketing is scripting selected sentences at the individual word level—you may be an “on-message” abuser. If marketing gives sales a list of “don’t-talk-about” topics—you may be an “on-message” abuser.

If you believe sales could and should be replaced by significant improvements in targeting and delivery via alternate media—then you probably are an on-message abuser, because you don’t believe in the unique value of human one-to-one contact.

Humans have their own message wave-length. And if you want your message to be heard, you’d better start with hearing theirs.  Being on message isn’t much good if it means no one’s listening.
 

How Marketing Can Destroy Sales Trust

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I like to believe there can be professionalism in sales.

So I was struck the other day when I ran across an article that talked about “selling on message.” (Pharma Voice, May 2007).

It has always seemed a curious phrase to me—sort of the opposite of customer focus.

Who talks that way? The three Ps, it turns out—that’s who.

The first P is politicians. Robert S. McNamara, Secretary of Defense during the Vietnam War, gave this advice for dealing with the press: “Never answer the question they ask; only answer the question you want to talk about.”

McNamara’s view has since been echoed by Clinton (“it’s the economy, stupid”) and by Bush ("it’s 9/11, stupid!"). Good politics? I’ll defer to others. But it sure isn’t trust-enhancing—look at pols’ polls.

The second P is public relations and marketing. Google “selling” with “on message” and you get “A major concern for marketing and sales executives is that they are always ‘on-message’ with all of the communications that reach their prospects and customers—helping to create, establish and build a customer relationship that will ‘competition-proof’ their customers.”

This seller-centric view of sales comes from a self-described “provider of sales-oriented public relations and marketing services—” which, ironically, lists a “customer-centric selling program” as a key client.

Another source from the same search says, “Less than 27% of CMOs report confidence in having adequately prepared sales to be on-message,” and "How do we enable salespeople to be “on-message” and empower marketers to do what they do best? "

(Those darn salespeople, always wandering off to what customers want to talk about, when they should be doing marketing’s bidding.)

This helps explain the third P, which is the pharmaceutical industry. The article quoted at top, “Sales Training: Moving Beyond the Message,” says “it’s become vitally important for sales representatives to provide value beyond the marketing message.” It quotes Peter Sandford, “in the regulated healthcare environment in which we work, selling on message is vital, but it is the additional knowledge that the representative has that can also be useful to the physician. This allows them to essentially sell beyond the message, but still within the guidelines.”

A May, 2006 article in the same publication called “Rebuilding the Trust—Sales Managers Lead the Charge,” says, “… representatives need to differentiate themselves by delivering more distinct messages, tuned to the needs of the healthcare providers they’re dealing with. They also need to better understand what creates value and align the messages with that goal.”

All this is the language of a sales culture and community that has been mugged and drugged by marketing. Only in such a business can it actually sound radical to suggest that salespeople give customer-specific attention, as opposed to staying “on message,” or “within guidelines.” You don’t hear this kind of talk at IBM, or Nordstrom’s, or Starbucks, or Goldman Sachs.

Marketing is, by its nature, a monologue—it tells things people want to hear to the people who want to hear them.

Sales is, by its nature, an infinitely customized dialogue.

Nothing wrong with either one. Each has its place. But they are different.

When sales is overly-subordinated to marketing, you emd up with “selling on message.” Kind of like the stereotype of telemarketing, or scripted sales businesses like ballroom dancing, or pump-and-dump brokerage houses. It can create puppets reading canned speeches, or at least feel that way, because—the "message" is, above all, about the seller.

The folks at PharmaVoice are right; they are doing their bit to drag pharma sales (forward) into the late 20th century. It must be the most sophisticated business in which marketing chokes off oxygen to sales.

I suppose this is because in recent years pharma—for a variety of structural reasons—has come to be dominated by the marketing function. It has tended, then, to frame other issues—customers, trust, selling—in terms familiar to marketing and PR.

More’s the pity. Marketers do not help the trustworthiness of sales reps by urging “selling on message,” and trust isn’t something the pharmaceutical industry is long on right now.

Now, about McNamara…