Many companies that sell to dealers as part of their distribution channel take a shortsighted approach. While most have a Unique Selling Proposition (USP), the reality is most products are very similar.
Dealers can include a lumber dealer; anyone who has a showroom, like a kitchen and bath dealer; or even some in-home selling companies.
This focus on a USP causes most companies to lose sight of the bigger, more strategic picture. They are focused on selling to the dealer, rather than through the dealer. Consumer packaged goods companies learned this years ago, and it’s time the building material industry caught up. They call it shopper marketing, and it receives as much attention and budget as their national television ad campaigns.
To grow sales in the building materials industry, you need more than just a solid product, you need a comprehensive sales strategy that empowers dealers.
This strategy includes three key steps:
Let’s break each step down in detail:
Selling to dealers is more than pitching product specs, price, and availability. That traditional approach often leads to friction, especially in the face of channel conflict from big box competitors.
Instead, become a dealer anthropologist. Before your next meeting, immerse yourself in their environment:
This level of insight allows you to tailor your message in a way that builds trust, reduces tension, and aligns your brand with their business goals. That’s the foundation of a modern building material sales strategy that converts.
Once you’ve landed the dealer, the real work begins. If your product doesn’t sell, it’s at risk of being dropped. That’s why you need to win the hearts of the gatekeepers, who influence the customer directly.
Check in 2–3 weeks later to address feedback, reinforce your commitment, and offer additional support. This builds long-term loyalty and strengthens your dealer sales pipeline.
This final step is where your building materials sales strategy turns from reactive to proactive. Most dealers rely on outdated tactics like ads, mailers, or local newspapers and they rarely innovate unless a competitor forces their hand.
Instead of handing them a brochure and walking away, offer:
Dealers are often too busy to market effectively. Step in as their marketing partner, and you’ll differentiate your brand from competitors who just ship products.
When you help a dealer grow their business, they’ll help grow yours.
If you do this right, you can literally make your competition irrelevant and become more successful with dealers.
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