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Pitching

Agency New Business: Who's in Charge of the Pitch?

Agency New Business: Who's in Charge of the Pitch?

Assigning responsibility for a pitch can be a bit like throwing around a hot potato – no one wants to take ownership of it for very long. It’s not hard to understand why. Running a pitch can be grueling work – long hours, intense schedules, lots of moving parts, typically piled on top of someone’s day-to-day activities that already have them working at 110%.

Selection Criteria - What Are They? Should They Always Be Followed?

My last post on new business process was on qualifying pitch opportunities – specifically how to empower your new business team to assess opportunities as they come over the transom. In it, I talked about selection criteria and their importance in serving as guide posts to keep you on your strategic path.

Selection criteria are guide posts to keep you on your strategic path.

Selection criteria span from broad to specific, quantitative to qualitative. The most basic should be considered barriers to entry (the answers being pretty obvious) and include:

  • What the monetary value of the account or assignment is and whether it meets your financial goals
  • Whether it’s free of any conflicts of interest with any other clients
  • If it’s a scope of work that you are qualified to (or that you want to) perform

New Year's Resolution: A Disciplined Approach to New Business

Not everyone loves process, but when you’re managing the chaos of a new business pitch, it can really help. Process is especially important in unwieldy situations (think of a global pitch at a big agency with dozens of stakeholders across continents), but it’s just as useful for a small one-office agency. Working within a standard process gives everyone the reassurance that they are all playing from the same playbook. It can also empower your new business team to make decisions that will save time, limit confusion and keep things moving forward.

For these first weeks of 2014, I’ll be focusing on new business process and its operational components – what they are, why they’re important and how to use them.

Step 1 in any new business process: qualify the opportunity.

For this post, let’s start at the start. You’ve received an RFP. What’s your first reaction? Maybe it’s “let’s go for it!,” but is the opportunity right for you? Maybe you’ve even received multiple RFPs, all probably due at around the same time. Are they equally important and do you have the resources to tackle them effectively?