How to Choose a Marketing Provider Who Understands Your Service Business

Choose a marketing provider who takes time to understand what you need before recommending what they sell. Ask them to explain the problem they're helping you solve, what they'll need from you, and why their service makes sense right now. They should also be able to explain when they'd recommend waiting.

By Eric Yim of Protocol Text, a marketing services business based in Lincoln, Nebraska.

Start with what's actually going to move your business

I will go and shake your hand and look you in the eye. I'll spend time with you to really find out what's going to move your business. That's where I want the conversation to start.

Maybe my service isn't going to be the thing that actually moves the needle. Maybe you've got things at home that you need help with, and I can't help you with that. Maybe you're just not ready for my services.

Those possibilities matter. A business owner can need help without needing the particular help I offer. I want to make sure this is actually what you need for the moment that you need it.

When you're evaluating a provider, listen for how they connect their recommendation to your situation. If the conversation goes straight to a package before they've understood what you're trying to change, ask them to slow down.

Give the provider something specific to understand

Before a sales conversation, write down what you want to be different. “I need more marketing” leaves a lot unanswered. “I want more inquiries for the work I want to keep doing” gives you something useful to discuss.

As a practical exercise, answer these questions in plain language:

• What work do I want more of, and what work would I rather stop attracting?
• Where do inquiries come from now, and what happens after someone contacts us?
• What do customers need to understand before they can choose us?
• How much time can I realistically give a marketing provider?

You don't need polished answers. If you don't know where inquiries come from, say so. That uncertainty is something to investigate before treating a recommendation as settled.

A useful provider should follow up on your answers. If you say you want more calls, they should want to understand which calls, what work those calls could lead to, and whether you can take that work on.

Check whether marketing addresses the actual problem

Here's an illustrative example, not a client story. Imagine an independent service owner who asks for more inquiries. During the conversation, they explain that inquiries already arrive, but they often can't respond while they're working.

More promotion might bring more people into the same unanswered queue. Before increasing demand, that owner could work out who will respond and when. The marketing decision changes because the problem became clearer.

Now imagine that owner has room for work and responds consistently, but people keep asking for services the business doesn't want to focus on. Clearer information about the work they do want could be worth considering. That's a different recommendation from simply trying to produce more calls.

The exercise is to finish this sentence: “We think this service will help because the current obstacle is ___.” Then ask what supports that explanation. You may still need to test it, but you'll know what you're testing.

Ask for a recommendation you can question

Personal attention matters to me. Through Protocol Text, I want to combine a personal connection with the technology we employ. But a friendly conversation alone doesn't give you enough information to buy.

Ask the provider to describe what they heard, what they recommend, and what would make that recommendation wrong. They should be able to explain the connection without making you learn their entire profession.

You can ask: “What would you want us to sort out before we start?” A useful answer might identify a decision you haven't made or time you'll need to set aside. Be cautious if every concern turns into another reason to purchase immediately.

Also separate the work they can commit to from the business results you hope for. Agree on what will be done and when you'll review it. Don't assume marketing will produce results right away.

Decide how much marketing work you want to keep

Protocol is built for someone who sees the importance of sharing their story and what makes them valuable, but has no desire to become a marketer. They want help telling that story and amplifying it.

If you want to learn marketing yourself, that changes the kind of help you should choose. If you want a full-scale documentary or the Hollywood of marketing, that's probably not us either. Being clear about that helps both of us.

Before agreeing to anything, ask who gathers information, who makes decisions, and what needs your approval. Then check whether those responsibilities fit your week. A provider can understand your business and still offer an arrangement that asks more of you than you can give.

Frequently asked questions

Should I choose a large marketing company or a smaller provider?

Size alone won't tell you how much attention you'll get. Ask who you'll speak with after the sale and how your goals will reach the people doing the work. A smaller provider still needs clear responsibilities. A larger company should explain how it will keep your situation from getting lost between people.

What should I get in writing before hiring marketing help?

Ask for the scope of work, costs, your responsibilities, review points, and terms for ending the arrangement. Clarify access to any accounts or materials involved. Compare that written plan with the conversation you had. If understanding your needs was central to the discussion, the proposed work should reflect those needs.

If I decide to wait, how can I avoid putting marketing off indefinitely?

Name the condition that would make you ready to reconsider. It might be arranging reliable inquiry follow-up or setting aside time for approvals. Choose a date to review that condition. Waiting becomes a practical decision when you know what needs to change, rather than an open-ended promise to think about marketing later.