A weak positioning statement is one of the costliest liabilities a small agency can carry. It doesn’t just make new business harder—it makes it unsustainable. Without clear positioning, even the most creative and capable agencies get stuck in an unproductive cycle of reinvention each time they pitch a new prospect.
Read MoreA strong foundation for new business growth is built on a strong story. It’s not a nice-to-have; it's one of your most strategic business development tools.
So, what’s yours?
Read MoreNew business is one of those responsibilities that should be fully integrated into your daily schedule. But for a lot of agency leaders, it's not. I think it’s why new business plans fail. Here’s a framework to help you operationalize your new business strategy and a roadmap for prioritizing activities on a daily, weekly, quarterly, and annual basis.
Read MoreNeed to infuse life into your agency’s new business pipeline? You know decisive action is required but starting is hard (especially if you’ve neglected biz dev for awhile). Here are three business development tactics you simply have no excuse not to make time for and which will serve you well when you need to fill the pipeline quickly.
Read MoreWhen it comes to pitching for new business, agencies are so accommodating!
They put in late nights and give up holiday weekends. They divert their best teams from paying clients to do spec work. They put up with terrible briefs and minimal information.
Are they too willing to play on the client’s terms for the chance to compete for new business?
I’ve identified four points in the pitch process where agencies should set their own terms, both for the sake of the future client relationship and their ability to pursue new business from other clients.
Read MoreRunning an agency review is hard work and when clients make unreasonable requests, it can be a proxy for saying, “hey, this is an important decision and we just don’t want to make a mistake.” Probe for the real reasons -- are there better ways to address them? Remember, your job in a new business pitch is to win. Sometimes that means challenging the rules.
Read MoreI’ve seen my fair share of healthy relationships between agency owner and new business person. But unfortunately, unhealthy relationships outweigh healthy ones. Here are five things you can do to ensure you’re embarking on a satisfying collaboration that will lead to increased revenue, healthy agency growth, and a more sophisticated approach to pursuing the right clients.
Read MoreYou’ve decided to hire your first salesperson for your agency. The need is acute: not enough good leads, an overreliance on competitive RFPs, and a poor pitch-to-win ratio. It seems logical to hire someone qualified to help. But, the decision to hire must be based on scaling your agency, not digging it out of a hole. Here are two important indicators that you’re ready to hire a salesperson.
Read MoreWhen I ask the leaders of small agencies to describe their ideal client, more often than not, the description sounds more like them than the new business prospects they’re trying to attract. This has big implications for the effectiveness of your new business outreach.
Read MoreSomehow, between servicing current clients and pitching new business, your network of professional contacts gets taken for granted. Yet, it’s one of the best sources of new business you have. Here’s how to borrow the principles of a re-engagement campaign to reconnect with your network.
Read MoreIt’s not uncommon for agencies to expect their new business leads to excel at both business development and sales. And they’re frequently disappointed when that doesn’t happen. Sales and business development are essential for generating revenue, yet they require paradoxically different skills. Here’s an easy way to determine which one your agency needs more.
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