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
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.
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.
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.
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.
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 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.
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.
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.
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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