[EN draft] VID Fire-Kill

Building a marketing-sales system from scratch

Starting point

VID Fire-Kill manufactures low-pressure nozzles as an alternative to sprinklers for fire suppression systems. The sales process is highly technical and relationship-driven, involving a wide range of stakeholders: designers, data center builders, parking structure developers, and infrastructure clients. The technical expertise within the team was substantial, but marketing was virtually non-existent, and events — though valuable — remained isolated episodes: minimal presence beforehand, fragmented follow-up, and an immediate jump to the next one.

How do you build marketing and sales from the ground up when all the value lives in people and relationships — without compromising a technical, relational identity that is the real asset?

What we did together

The shift was simple but powerful: actively involving salespeople and partners as part of the marketing effort. Webinars designed with the sales team, who invited strategic partners. Interviews captured during events and meetings. A dedicated LinkedIn series — VID Show — fuelled by real content. Structured repurposing: video clips, articles, eBooks, blog posts. Marketing-sales alignment through buyer persona and buyer journey mapping, so that events had a life before and after, not just during. On the trade show front, a structured approach was adopted (observation framework + lead capture + follow-up). In parallel, a CRM and a LinkedIn channel were built to continuously collect and share the company's technical knowledge.

Frameworks, managed services and training involved

What changed

Marketing and sales began building value together, not in turns. Content became authentic and consistent. Engagement and visibility grew organically, not through paid push. Sales aligned with marketing around territories and differentiation from competitors.

Voices from the client

What makes this case interesting

VID illustrates what it means to make marketing and sales a system of shared accountability, and how a Content Ecosystem can start from the people already creating value inside the company — rather than from an editorial plan built separately.