I’ve spent my career building and growing businesses by finding simple levers that drive outsized results. Here’s one that many leaders miss. Service companies can become market makers, not just sellers. This change alters the growth curves for everyone involved.
My position is direct: transform your sales force into a distribution engine for the tools your customers already need. Done right, you’re not just selling more services. You create demand for your partners, strengthen customer outcomes and ensure long-term trust.
“We become a market maker because we turn our sales team into a sales team… we offer heat mapping for your site… All our customers use it… 500 active customers.” —Erik Huberman
The main idea: be the channel
Most agencies and service companies sell hours. This limits growth and limits impact. The best way is to become the channel for proven tools that improve customer outcomes. If a product increases your customers’ ROI, offer it, sell it, and support it.
At Hawke Media, we’ve done this with heat mapping. Our clients needed a better understanding of user behavior. So we found a great tool, integrated it into our strategy, and put our sales team behind it. This decision has made our partners stronger and our customers happier.
Why this works is simple. Customers want results, not line items. When the service and the tool come together, friction decreases. Adoption jumps. Results appear faster.
How we create the market
There is a repeatable system behind this approach. It’s not about hype. It’s about fit, trust and scale.
- Choose the tools your customers already need and that you already use.
- Package them with a clear result and a simple price.
- Train your sales team to sell the outcome, not the list of features.
- Deploy it to your entire active customer base.
- Measure, refine and double down on what works.
Each step adds strength. Over time, you stop “suggesting tools” and start “making the market.” It’s a different level of influence.
Proof in action
When we told our team, “We offer heat mapping, go sell it,” the impact was immediate. We didn’t guess the demand. Customers were already demanding better user knowledge. The tool fits seamlessly into our workflow, so our strategists can act on the data quickly.
Scale mattered. We had hundreds of active customers, so distribution was not a theory. He was integrated. The tool was not sitting on a shelf. It moved.
This is the advantage that service companies often forget. You talk to buyers every day. You know their pain. You see the gaps. Use this proximity to pick winners and move markets.
Hindsight – and why it’s falling apart
I heard the fear: “Won’t this distract the team?” Not if the tool is tied to the results you’re already selling. This strengthens the basic offering.
Another: “Don’t we choose favorites? » Yes, voluntarily. Customers pay for your judgment. If a tool works, save it. If it doesn’t, cut it.
And: “And the margin? Margin results in reduced churn, higher contract value, and better performance. Retention is a margin strategy.
What leaders should do now
If you run a service business, now is the time to start your own mini-market. Not a bloated app store. A compact, organized stack that your team can sell with confidence.
- Audit the top three customer issues you see each week.
- List the tools that solve them and that your team trusts.
- Create one-page offers that associate the tool with your service.
- Set goals, form the team, and launch into your entire base.
- Track adoption, retention, and performance, then refine.
Keep it practical. Keep it useful. If it doesn’t show results within 60 days, rethink it.
Overview
This is not about reselling software. It’s about taking ownership of the results. When you become the easiest path to results, you stop competing on price. You build gravity around your brand. Partners get distribution. Customers get clarity. Your team wins victories to brag about.
This is how a service company becomes a market maker. Not with slogans. With aligned incentives and real performance.
My challenge to you: choose a tool that your customers already need and sell it with your next proposal. Include it in the result. So watch what happens.
Do this once. Then start again. This is how the momentum begins.
Frequently Asked Questions
Q: How to choose the right tool to consolidate?
Start with the customer pain you see often. Choose a tool that your team already uses and trusts. It should be directly linked to the measurable results you achieve.
Q: Won’t this confuse customers with additional add-ons?
Avoid feature dumps. Sell a result. Bundle the tool and service with a clear price and a simple promise.
Q: How can I train my sales team on this?
Give them success stories, a one-page offer, and results-oriented talking points. Practice handling objections and set specific adoption goals.
Q: What happens if a partner tool stops working?
Be honest and move on quickly. Replace it with a better option. Protect customer bottom lines first and update your offerings accordingly.
Q: How can I measure success beyond revenue?
Track customer retention, conversion rates, deal value, and timeliness of insights. If these improve, the strategy works.
