Sales versus Marketing

The question of “Sales or Marketing?” somehow defines a lot of my character and my job search, and I kind of think it will define a lot of my career, eventually.
I am a strange creature. To look at my resume (or even to meet me), one would think I was a natural salesperson, and I am pretty good at it. I just hate it. I hate sales, yet I love marketing. In my area especially, this is not understood – because most people think that sales and marketing are synonymous. In fact, most of the marketing jobs listed are really sales jobs. Some of them are just hiding their crappy jobs with the word marketing, but some of them are substantial, executive-level sales jobs (note: I am not trying to disdain salespeople, who have a very tough and challenging job and shouldn’t be disdained) that really think they are “marketing” jobs.
To me, they have always been exact opposites.
Sales: Getting rid of what you have.
Marketing: Learning to make what the customer wants.
It’s the push versus pull phenomenon.
A good salesperson can sell you a big box of nothing (and make you love it and write them a thank you note for doing so afterwards). It’s a fabulous skill. I’d say I have a good 70% mastery of it when I really try, which isn’t bad. Most of the time, of course, I never really tried to sell. (Makes me feel yucky because, like many Americans from hardworking lower-middle class families, I was raised to hate salespeople as people who cheated gullible consumers out of hard-earned money.) Instead, I tried to market.
For instance, I sold shoes. I never tried to sell someone shoes they didn’t want, though I often (as is technically required of shoe salespeople at most large department stores, so don’t berate them for doing so) brought out additional items. And they quite often bought these additional suggested items. I did not, however, bring out the “Push Shoe of the Week” very often, like management often suggested. Because these were silly, non-targeted suggestions (and to her credit, my manager actually knew this and said so) that usually didn’t work.
Instead, I brought out shoes I thought they’d actually need and like — and I was usually right, even times when other people thought I was crazy. I have a weird talent for assessing personality, which is what makes me seem like a salesperson when you meet me. (All great salespeople can do this, too — mostly without realizing it. But instead of using it to sell you what they want, they use it to sell you what they have.)
A true salesperson can sell the push shoe to anyone. A true salesperson does not feel guilty about this or see it as manipulative, ridiculous, or rude. A marketer doesn’t understand the concept of a generic push shoe, created arbitrarily (or worse, based on the fact that there are more of them left).
I was lucky never to have to work in a “truly strenuous” sales position. Yes, I worked on commission, and yes, I excelled in an area where business was often difficult. A lot of people interpret this to mean I learned how to push-sell. I didn’t. I know how to client-build, analyze, quick-analyze.
I actually think the push-sell will be almost-useless in the business-to-consumer market soon (within 30 years), and it’s certainly getting harder. As any marketer will tell you (partially because it’s their job to believe this because they like the idea of a “Marketing Era” and partially because they’re correct), consumers are getting savvier. Mostly because there are more marketers in the world. So, it’s an ironic, chicken-or-egg situation.
Business-to-business sales will have a strong element of push forever, maybe, but push-selling only works in B2B when all else is fairly equal (relationships, price, quality). Which, besides relationship, all factors usually are pretty equal, in B2B.
Anyway, I guess I am writing this because I am sick of getting offered sales jobs when I know I am far more suited to development and analysis than actual sales. Yes, I can sell, but I’d burnout so quickly, it’s not worth it. For me, it’s a skill best used in moderation. I know good salespeople are in demand, and I do respect my time in sales (as I think some sales experience should be required of anyone in a marketing or organizational management position, because it really is a key foundation), but I’ve put in at least three solid years of real sales experience. I’m done.
Unfortunately, the really interesting analysis jobs require way more experience than I have (or than any 21 year old has), and there aren’t many entry-level marketing jobs in my area. Maybe time as a copywriter/account executive at an Advertising Agency would be a good starting place, but it’d be more hours for about $5,000-10,000 less a year. Seems silly since, though it might look better, I wouldn’t actually learn any more than I do at work now. So, what to do?
I do learn a lot and get to use my skills a lot where I am, so I think I might stick it out, especially if I can swing enough funding to pay for the MBA and start next January. Sure, it’ll take three years, but it might launch me into the running for those analysis jobs I want (and know I can do).
Plus, if my company grows the way I think it will in those three years, I will have some really solid executive experience. We will probably go national in those years and open up a new location across the country, and my best bet for launching a strong career is to leave at just the right time, with all the right qualifications, and hopefully with recruiters looking for me. This is what the sales vs. marketing thing really comes down to. A marketer would know better than to leave now; a salesperson would do just as well leaving whenever.
Creating demand is a great thing (and what salespeople do), but working within natural demand will always get you better results, if you can do it right. In the meantime, I need to learn some patience. So, if patience is a virtue, perhaps that is the key lesson and growth of this time in my life. Shame there’s no rubric for things like this. 😉