Seven Positioning Mistakes to Avoid
Blair and David discuss the seven most common mistakes firms make when positioning themselves.
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Blair and David discuss the seven most common mistakes firms make when positioning themselves.
The battle to increase gross profit margin isn’t that complicated. By simply charging more you generate a higher top line with no change to delivery costs, thus increasing the bottom line. Battle won, right?
Your power in the sale is a function of having your desirability be greater than your own desire. Makes sense, right?
One of the things that creative firms need to let go of is the need to present. It’s one of the proclamations in The Win Without Pitching Manifesto. “We will replace presentations with conversations.”
I think together we can make a few million dollars this week, quickly, simply. Use this simple email template that you can use to raise deals from the dead.
In light of where things are in America, I feel the need to point out that if you’re familiar with and have benefitted from my work, Creative Strategy and the Business of Design, and my #thinkhowtheythink philosophy, a sharecropper named Mr. Ben Frank Davis is where it came from.
Many agencies like to boast on their websites and in their pitch decks that they “partner” with their clients. It’s bullshit of course. What they mean is they aspire to have their clients treat them like partners instead of vendors. I get it. It’s good to have a goal. But putting it on the website
Postmortems are great tools for steady improvement. At the end of any project or new initiative you simply revisit the objective and discuss what went well and what you would do differently next time. A similar idea is the premortem. Project yourself into the future, past the project you are about to undertake, and imagine
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.
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