This is key because in the next millennium space will undoubtedly become much tighter than it is today. The smaller the unit's size the deeper its penetration. And, if concepted and designed well, the all-important factor of providing operators with highly impactful sales per square foot becomes more achievable. Marketing food concepts and food products can be very different businesses indeed. For example, once a concept is ready to roll out the very first issue a manufacturer must face is who will sell it.
Brokers sell products, in fact they're fantastic at doing just that.
But they do not sell concepts, and so they may not be the right choice here. If handled properly existing company sales reps may be trained to sell branded foodservice concepts, of course. However, manufacturers can also specialize this service by changing the paradigm and having a sales force that sells only branded concepts. I would argue that this is by far the more focused approach to solid, long-term market penetration, and therefore an idea that deserves serious consideration. What I do not recommend is using a combination of all these sales efforts.