Win Without Pitching®: Thinking

Podcasts

The Only New Business Indicator That Matters

TRANSCRIPT David C. Baker: Blair, I’ve got this question, you got me started thinking about it. I’m just going to dive in here. This question is about the best indicator of new business success, not kind of a question. It cannot help but really make people curious. What’s the answer? Then I have a bunch

Four Segments of New Business

Blair and David come up with descriptive words that help clarify each of the four parts of what David calls the “pantheon” for new business: positioning, lead generation, sales, and pricing.

The End of the RFP?

Our mission at Win Without Pitching is to change the way creative services are bought and sold, our focus is really on the selling side of the buy-sell relationship.

Replacing Presentations With Conversations

David re-reads the 2nd chapter of Blair’s first book, leading to a discussion about how sales people have to choose between either presenting to clients or being present to them.

Collaborating with Competitors

David and Blair compare each other’s competitiveness and then offer some specific ways principals can actually collaborate with their competitors as a part of building beneficial business relationships.

Alternative Forms of Reassurance

Blair and David analyze and then look beyond the requests for reassurance potential clients make during the late stage of a sale to address their underlying motivations.

Open Book Management

Blair gets David to admit that he was kind of wrong about open book management being just a fad when he originally wrote about it almost two decades ago, and David offers ways that it can actually improve relationships with both employees and clients when used appropriately.

Hacking Heuristics

Blair leads a discussion on how clients tend to take mental shortcuts in making business decisions, and how we can nudge clients without manipulating them to make a decision that is in their best interest.

Reviewing the “Surveillance Footage”

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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