The other day I got a phone call that made my week.
One of my clients, the CEO of a small ad agency, called to tell me that the agency’s positioning strategy, a strategy that I first suggested more than three years ago and have encouraged (and sometimes cajoled) him to embrace ever since, just won him a major piece of business.
It was gratifying to me, of course, because it validated my business! But I was happier for him.
Committing to that positioning strategy had been a psychological hurdle. It fit like a Savile Row suit, but it required him to put a stake in the ground, and that meant potentially saying “no” to revenue if it meant working with the wrong kinds of clients.
It’s a very emotional decision for some agency owners, and emotion tends to cloud our judgment and compromise our objectivity.
But what if you had a way to test your positioning that puts emotion to the side? Read more.
Our complex marketing ecosystem has resulted in a Cheesecake Factory menu of specialist agencies filling every marketing niche imaginable.
As these specialist agencies seek new growth, they’re turning to other agencies.
For example, a social media agency (let’s call it the Selling Agency) might partner with a digital agency (the Customer Agency) to fill a gap in the Customer Agency’s services. The Customer Agency can offer its client what it needs, the Selling Agency gets exposure to more potential clients on the other agency’s roster, and both make money. Hooray!
But there’s a big downside. The Selling Agency will never have as much influence over the client relationship as the Customer Agency will.
That leads to all sorts of hazards. In this post, I’ll tell what those hazards are and give you strategies you can use throughout the sales cycle to hedge against them.
You know how it feels when you get so close to a topic that you begin to lose any sense of perspective? How many of you feel that way about your ad agency's credentials deck? How many hours have you spent debating with your team about whether the client slide should go before or after the awards slide?
Those are hours you will never get back my friends, because no one outside your agency cares about the answer.
Last month, I extolled the virtues of Nancy Duarte’s Sparklines, a presentation method designed to draw an audience over to your side of an argument. This month, I tell you how to use this technique to transform the garden variety creds deck into a persuasive sales tool.
Sitting under your nose is a sure-fire method to win more of the right kinds of clients.
Sell them on your agency’s culture and values.
Sounds deceptively easy, doesn’t it?
But most agencies have difficulty articulating what’s special about their culture and values. You have to translate something abstract into concrete and persuasive language, which is hard to do.
But not impossible.
Michael Lebowitz, founder of Brooklyn-based creative agency, Big Spaceship is one of the few agency CEOs who's succeeded.
I wanted to know more so I called him up and we spoke about what it takes to sharpen these sales tools so they're effective. In fact, he credits his agency's culture and values for helping not only to win new business, but to win the right kind of business.
It was so hot in Boston last week that I didn't mind spending a summer day sitting in an overly air conditioned and windowless hotel conference room. In fact, I had a great reason. It was Advertising Age's Small Agency conference and awards. And, although I've worked with past winners, this was the first year I got to attend.
As you'd expect, when people like Linda Kaplan Thaler, Michael Lebowitz, Mike Byrne, and Nicolas Pimentel are all in the same place, some pretty big ideas are gonna get bounced around.