I’ve been using constraint-driven exercises for years to think creatively about my own business and to help our clients free themselves from the mental models in which many have become trapped. Try these six constraint-driven exercises.
We in the creative professions often recoil from the function of selling because we are scarred by the bad buying experiences involving the first salesperson who, for reasons of ideology, training or incentives, saw selling as the requirement to convince.
In last week’s post Three Steps to Surviving and Thriving in a Crisis I said step one is to survive the crisis and economic gridlock that will be with us for a few weeks. In part one of two in my survival series, I’ll share some specifics of how you can shore up revenue now.
I see many agency principals pursuing recurring revenue as though it is the answer to all of their problems. I’m not going to say that recurring revenue models are bad or wrong—they are neither—but like everything in life they come with tradeoffs, and I think most marketing firms pursuing these models are unaware of the tradeoffs until they are deep into business model changes.
I’ve lived through two previous recessions as an entrepreneur and what we are experiencing right now is not a recession — it is an economic crisis. The recession is what comes next after things stabilize.
Blair remembers what it was like when he was an account person himself, and David shares five ways firms can treat their account people better.
Blair interviews David on what each of the three levels of success in running a creative firm looks like.
As someone who is perhaps a little too fond of a grand statement, I’m tempted to borrow from Landau and shout that I have seen the marketing agency model of the future and its name is Communo. Like Landau, however, I have a bias. (Landau went on to become Springsteen’s manager shortly after writing those words.) I’m an advisor to Communo and have a financial interest in their success.
One of the clearest trends in professional firms today is the convergence of the disciplines of design, business consulting and software engineering on the same client business challenges. This Great Convergence is pitting firms of radically different types against each other in the battle to best serve the client, and it’s creating new types of
There are seven patterns that almost all principals are guilty of. When David and Blair point them out, it lead their clients to say, “you must have hidden cameras in my office!”
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