What is the difference between a business introducer and a sales representative?

In a company’s business development, several actors can be involved in finding new clients. Two profiles are often mentioned: the business introducer (like Rétines can act as) and the commercial representative. While both play a role in prospecting or making connections, their function, level of involvement, legal framework, and compensation differ significantly. Here’s a detailed overview to clearly distinguish the two roles.

1. Very Different Missions

The first difference lies in the nature of their mission. A business introducer acts upstream in the commercial process. They identify an opportunity, connect the company with a prospect, and then step back. They do not follow the negotiation, participate in the sale, or have the authority to represent the company.

By contrast, a commercial representative operates continuously. They are the company’s direct liaison in the field. They contact prospects, present offers, manage commercial exchanges, negotiate contract terms, and may even conclude the sale on behalf of the company. They can be employees or independent, but their role is structured and ongoing.

In short: the introducer is a contact facilitator, the representative is an active sales actor.

2. Different Legal and Hierarchical Links

The relationship between a business introducer and a company is based on a one-off collaboration contract. There is no subordination. The introducer is independent, acts autonomously, and is not integrated into the company structure. They can have other clients or projects simultaneously.

The commercial representative, however, can be either an employee or an independent commercial agent. As an employee, they are integrated into the organization, report to a manager, and must meet set objectives. As an independent agent, they act on behalf of the company under a specific mandate, with obligations governed by commercial law. This relationship is therefore far more formalized, structured, and regulated.

This also implies different responsibilities and obligations on both sides.

3. Distinct Compensation Methods

The business introducer is success-based. They receive a commission only if their connection results in a contract or sale. This can be a fixed amount, a percentage of the revenue generated, or a tiered system. The commission is one-off, linked to a specific deal.

The commercial representative, on the other hand, receives stable, ongoing compensation. If an employee, they earn a fixed salary, sometimes supplemented by performance bonuses. If independent (commercial agent), they are paid by commission, but it is often recurring, especially in long-term relationships with loyal clients.

In other words: the introducer is paid for opening doors, the representative for managing and following up commercially.

4. Scope of Action and Responsibilities

The business representative’s scope is much broader. They may cover a geographic area, a client portfolio, or a full range of products. They often report on their activity, produce reports, and maintain long-term client relationships.

The business introducer, on the other hand, acts on a targeted action. They have no responsibility for client follow-up, no strict obligation of results, and do not manage the commercial strategy. Once the introduction is made, they are not expected to intervene further.

This also translates into different requirements for availability, reporting, training, and tools.

Conclusion

Business introducers and commercial representatives serve complementary but distinct functions. The first acts sporadically, based on their network or intuition. The second is part of a structured, regular process, often integrated into the company’s overall strategy.

For a company, choosing between the two depends on the need: if the goal is to quickly generate new contacts, a business introducer may suffice. If the objective is to build a recurring and controlled sales force, a commercial representative is more appropriate. It is also possible to combine both models, provided each role is clearly defined in a contract suited to the expected level of involvement.