Win Without Pitching®: Thinking
There are three keys to getting paid: start with new standards for new clients, summon the resolve to enforce your new standards the moment client behavior starts to slip, and be willing to walk away from clients that don’t honor their commitments.
If you have the appetite for it, consider investing in a venture unit where one success has the potential to generate the equivalent of years of profit.
In this post I lay out the five levels of pricing success and ask you to do an assessment of where you are now. Then I identify the best resources to help you move up from your current level.
Enough time has passed now I can tell this story without naming names.
You never want to make assumptions in the sale. If you feel yourself assuming something, you need to lean into that and ask a question about what it is that you are assuming. Because when you make assumptions in the sale, it will likely lead you down a really long and expensive path.
In this 2Bobs podcast, Blair addresses the internal struggle for margin that happens in many firms between delivery teams and business development teams due to their lack of distinction between cost and price.
The subjectivity of value works both ways. Value is highly personal and subjective but it is so to all parties on both sides of the buy-sell divide. Just as two different clients considering the same offering from the same firm will assign different value to that offering, so too will two different salespeople trying to sell that offering.
What a year. Our Win Without Pitching annual planning meeting is tomorrow and I can't help but think back to the plans we made a year ago for 2020. The phrase “We plan, God laughs” comes to mind. Who planned for this? Putting aside the human tragedy of more than 70 million infected, 1.5 million
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.
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.
In the Win Without Pitching Workshop you heard me say that I think the ability to navigate the value conversation is the most valuable skill in all of business. Then we gave you the framework, a few hours of practice and we sent you on your way. Don’t worry if you haven’t mastered this important
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
Do you know the one key to being a better pricer? It’s the ability to have a good conversation. Pricing success really does come down to your ability to encourage and navigate respectful dialogue.
“In the sale, your job is not to convince, you have no business trying to convince anyone of anything ever.” Blair Enns said these words from a stage in Memphis at a conference I was attending almost 15 years ago. It was the first time I’d heard him speak. At that moment, after he said
Friends, have you ever struggled with how to write a proposal? Sure you have, but I'm here to help. After years of reviewing written proposals from hundreds of marketing firms and about a dozen years of writing my own 100+ page proposals, I give to you, The Can't-Miss, Killer Proposal. Read this before your competitors
The role of storytelling in your positioning in articulating your expertise — where it enters into your positioning, and being able to demonstrate your model so that when the prospect is engages and asks the question “how would this work?” you, won't totally blow it.
There is a period in everyone’s development, I believe, where they choose to be dismissive of New Year's resolutions. If that’s you now, you’ll get over it. New Year's resolutions are a perfectly valid mechanism for helping to drive change in one's career, business or life, but most of them fail to achieve such change,
Confidence is not evenly distributed in the world. I recognize that I probably have more than is merited, but I’ve been at the other end of the spectrum, too, having once worked for someone who seemed to actively undermine the confidence of her subordinates as a means of building her own. I quickly discovered that
At the highest level of pricing centralization and, I believe, value-and-profit creation, here’s how account leaders and a value council should work together
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 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.
Let’s try on the idea of you being as ruthlessly discerning with your prospective clients, if a little kinder in your language. What are the questions you would like to know in advance of working with a client to determine if this relationship is going to work?
David disagrees with Blair's model for growing existing accounts in the post-AOR era and then offers his list of 6 ideas on the topic.
The goal of value-based pricing is not to charge more—that’s merely a beneficial consequence. The goal of value-based pricing is to create an organization that is intently focused on creating extraordinary customer value.
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 offers seven mindsets that any seller of expertise needs to master so that they can behave like the expert in the sales cycle.
David and Blair take turns asking each other questions about what they each would do differently if they were going to start a new firm today based on what they know now.
Blair gives David some homework to identify patterns in the principals of creative practices who are successful and have that “je ne sais quoi.”
It's been common for a long time for agencies to kick off a new client engagement with a workshop of some form. Sometime in the last two years, however, clients started to suggest to agencies that instead of pitching for free they would pay them to workshop some ideas. It sounds good on the surface, but is it better than pitching?
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.
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.
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!”
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.
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 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.
It's early January. My phone rings. It’s Sue, a former client I spoke with two weeks earlier. She had called to share she was leading a new firm and they were growing like mad. She needed our help again. I had always liked Sue. We did really good work for her and she’s a straight
I’m pretty sure I can show you the levels of financial success you’ll move through in your career. I can’t predict how far you will go, but by reading the descriptions of the levels you’ll be able to see where you are on the journey and what lays ahead.
A mainstay of some agency new business conferences is a few highly coveted clients on the stage lecturing the agency audience on what they want from their agency partners that they’re not getting. While it would be foolish to dismiss these client entreaties out of hand, it would be just as foolish, I believe, to give them what they want.
The value conversation is where value pricing theory goes to die. The difficulty in mastering this conversation is what causes most people to give up on value-based pricing completely and revert back to selling time and materials. It needn’t be so difficult, though.
I don’t care what you or I did in 2017. Good or bad, it’s done, and I’ve never been one for lingering too long in the past. A lot of people think that their past defines their future. That the things they can accomplish now and tomorrow are limited by what has happened previously. But that’s ridiculous. The wake doesn’t push the ship. You’re free to go wherever you want, do what you want and earn what you want in 2018, regardless of the reality that was in 2017.
You cannot fully understand a system from within the system. You cannot read the label from inside the jar. The thinking that got you here won’t get you there. It’s unlikely the problem will be solved from within the context it was created.
But while I may be an expert, I’m far from a perfect salesperson. I let him distract me from the big picture with his incessant questioning. I miss one particularly potent chance to drive home our differentiation. I don’t handle the value conversation all that well, but instead, I jump right to the topic of prices. Oops.
Business is a game with hidden levels. By succeeding at one level, you get invited to play the next. The common mistake is to bring those first-level tools to the next level. Not only do they not work here, but they also work against you. Many of the habits you learned you will now have to unlearn. Accepting this inevitable obsolescence of tools is the key to obtaining all the advanced levels of success.
Sales ability is not innate; however, it can be learned. Even by someone who is (more than a bit of) a geek. Sales ability rests on some foundational principles and core attitudes. Then you can layer on some behaviors and language.
No, this isn’t a rant about how things were better before everything was digital. Rather, it’s an observation on how principals of creative firms have borrowed some of the wrong things from the cultures of technology businesses and startups, in particular.
“We never pitch.” It was a lie. We pitched all the time but I was getting tired of it. I’d seen this film before and I knew how it ended. I wanted to try to change the ending, even if I didn’t know what should come after my small act of defiance.
Some firms don't take project work at all, while for others project revenue vastly outstrips the income from their few ongoing clients. What's the proper role of project work in your firm, and what's the proper approach to pursuing or vetting it? In this article I lay out some specific guidelines on projects as a part of your overall client mix, and the rules of pursuing and accepting project work.
I imagined that there is a line among design-based businesses that separates those who see themselves as in the business of design from those who see design as just one of the tools they use, in the service of whatever business they are really in. I wondered if this line was moving, squeezing out the traditional design firm.
When I think of the firms that drive numerous inbound leads they all have one very clear thing they do. Their lead generation efforts are as focused as their positioning. They’ve resisted diluting their efforts across numerous channels, avoiding Warren Buffet’s admonishment that “Diversification is for people who don’t know what they are doing.”
You've got choices to make. The future is coming at you fast, bearing down. If you spend all your time with your head being pulled down, the future is going to catch you standing still. It will rock you back on your heels. You will end up sprawling, stunned, wondering what just happened.
I was working with a WWP client recently, and as we discussed a range of topics I heard a common refrain, one I'll call the entrepreneur's educational lament: “I train my employees, and once they learn all these skills they take them and go work for my competitors.”
It takes a lot of work in fact to generate a steady stream of good referrals and it’s no surprise that very few firms ever get to this place where the business is sustained and growing entirely by doing great work for good clients and systematically asking for and following up on referrals. It is however the highest form of “marketing” that we should all aspire to.
The closer a principal gets to his target exit age, the less risk he takes. At some point, within the five year window, the firm quits evolving altogether, and just when he should be building something strong that will survive the transition to new owners and therefore be easy to sell, the firm begins to deteriorate. The last few years in the business are poor ones. If it gets sold at all, it’s not at the price hoped for. The result is underfunded retirement for a burned out entrepreneur who put all his eggs into the end-game basket. The journey was unnecessarily painful and stressful because of the decisions deferred, and the payout wasn’t there in the end. Lose, lose.
When we’re working with owners of independent creative firms on the positioning of their firms, we separate the exercise of choosing a focus, from the exercise of articulating a claim. The first is an act of sacrifice, which most people in the creative professions struggle with (even more so than the average business owner, I believe), and the second is an act of communication, something creative professionals revel and delight in.
Imagine a more detailed map than this for every new business development decision that you face like positioning, lead generation, dealing with RFPs and closing. And then add a peer group of other owners just like you going through the same steps and the helpful guidance of a Win Without Pitching coach. That’s what’s available to you in the Win Without Pitching program where we have numerous training formats to match your learning style and budget.
Take this simple test and consider putting it to your team members. It’s one question to which the answers reveal so much about the firm and the individual respondents. I love putting this question to people who do not have day-to-day business development responsibilities – people like creative directors, partners, CFOs and pretty much anybody else in the firm.
Okay, here’s the million dollar question…
The truth is, there are plenty of clients out there. Even in disciplines and markets that are very narrowly defined, there are lots of clients.
It's not for everyone. But if it's for you, you're ready. You're ready to transform your trajectory, your business, your career. You know that you're ready, at some level, deep in your gut. You're ready, you're hungry, but how?
There is a woman. I see her clearly. She is an artist, a creator. It is her passion.
At some point she decides to make her passion her business. She opens a design firm. Owning a business demands other responsibilities of her. Now she must sell as well as create.
Most firms have no problem making these claims of creativity or strategy privately in the protective bubble of a boardroom (where the claims are often expressed through the work itself, which is pitched for free, rather than articulated in conversation) but going public in an ad that is bound to be seen by the firm's competitors is another matter.
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.
This authenticity thing must be really deep, because everyone is talking about it. I keep waiting for it to blow over, but like the Internet fad, it just won’t go away.
The WWP coaching team received this email this week from a webcast viewer about an opportunity they’re trying to close. We thought we could have some fun by answering publicly to see if you would respond the same way or differently.
There’s a word you need to hear that I’ve been struggling to say to you. I’ve been keeping it from you because I have incontrovertible proof that you don’t like this word. Now, you, the individual, might be an exception but you and your peers as a group don’t like it. I know because every
The Rule is simple: Publish or Perish. If you don't regularly come up with original thinking, and write it down, and make it interesting to read, and give it away for free, you can't stay in our cult. That's crazy, but that's the Rule.
We need to trust our guts more – in business, in life and in particular in sales where we’re prone to acting against our intuition for long periods of time, all the while knowing that this story ends with the client hiring someone else or not having the budget or the authority or just being The Client From Hell. In hindsight, the evidence was always there. We saw or felt it early and we chose to ignore the signs to our detriment.
I know everything looks bleak. You feel like things are so far gone that you wonder if the only avenue left to you is to shut it down. It’s difficult in times like this to have clarity on your situation and know what to do next, but if you still have the fight in you and want to make this business work, I can help by telling you what you need to do. Then it’s up to you to do it.
Independent agency networks have been around for decades, but many face a battle of declining relevance in the face of market changes and new competition.
Read about the top eight cognitive biases that you can leverage with your clients and prospects in The Dark Arts of Leveraging Cognitive Biases
How well is your leadership team supporting the people on the new business development front lines? Find out by answering this eight-question quiz.
“Show us your work,” is an invitation from a prospect to step closer, to open or deepen a dialogue. This request can take many forms: “show me what you can do,” “tell me about your services,” or even “I’ve got an RFP, and we’d like to know if you’re interested (in giving away your high value thinking for free).”
Last year I upped my writing and online publishing commitment significantly as a year-long experiment. In this post I want to share what I did, what I learned and what you might take away and use yourself. Falling Into and Out of the Writing Rhythm I built the consulting practice that was Win Without Pitching
There are many patterns one sees after working with hundreds of creative and marketing firms on their approach to business development, and one of them is an over reliance on presentation software like PowerPoint. When I spot a strategy document written for a client or the firm itself that was composed in PowerPoint I know we have a problem and I can immediately identify the co-presenting symptoms.
If you want to predict your likelihood of winning new business (and therefore whether or not it makes sense to pour resources into the opportunity) just ask yourself this one question.
Have you lost momentum on the lead generation front? Check this out. I've discovered that firms who commit to doing this one easy thing tend get out of the rut. Those that don't do it stay stuck. Before you click through to read what the one thing is, make a promise to yourself that you're going to do it, whatever it is. It's not hard, it's not ridiculous of embarrassing – it's pretty straightforward.
When selling time you tend to strive to a consistent level of profitability across every project. When selling value, your profit measurement focus should broaden out to make sure the entire relationship is profitable, accepting that some projects will be wildly profitable and others less so, even allowing some smaller projects to be unprofitable.
I now see the idea of retirement, in this age of the knowledge worker, as destructive. It causes us to put up with less than ideal circumstances today as we wait for our reward in the end, except the idealized reward of the retired life isn’t really what most of us want. We’re not coal miners retiring from physically punishing careers, after all. We have the luxury of working with our brains and enjoying it. Plus, as entrepreneurs, we have the ability to shape our reality to whatever we want it to be. The only thing in my way is me.
We've gone from an era where creative firms never published their pricing on their website to one where, while it's not common, there's a bit of a trend toward it among certain types of firms.
There are right and wrong reasons to disclose your pricing on your website and right and wrong methods of doing so.
Agency business development is a cocktail of sales, marketing and public relations activities. To be successful, your firm has to possess assets in each area.
In this post I confess to a long-held secret, philosophize on a broader life issue and then wrap it all up by explaining how most people get this pitching-or-not-pitching thing wrong.
If you want to sell from the high ground, push back on a flawed selection process and lower your cost of sale, you need to arm yourself with a series of mindsets that you can stack one on top of the other. They’ll form sort of a modular mantra that you recite silently to yourself in certain situations.
Most firms claim to be disruptive in their thinking and believe they bring that disruption to the sales cycle. Most, however, bring it too late.
Learn how to step it up.
Win Without Pitching coach Shannyn Lee draws on her years of outbound experience for numerous firms to compile a list of rules for telephone success.
Win Without Pitching founder Blair Enns writes about his conspiracy theory that there is a self-interested complex when it comes to free pitching in the creative professions.
Money, money, money. Most of us, I believe, have poor relationships with money. Another belief of mine is that some of us have warped or skewed views on the topic that we think are universally shared by others when they are not.
An article by Blair Enns that explores five ways to say hello and get the relationship off on the right foot.
An article by Win Without Pitching founder Blair Enns on the common mistakes creative firms make in setting up or using their CRM application…
An article on three ways in which creativity aids in selling and three ways in which creativity creates makes selling difficult.
If you need leads now, nothing beats picking up the phone or sending an email. Yes, response rates are abysmally low today but with selectivity and proper technique, you’re far more likely to deliver results sooner through outbound than inbound.
Content Marketing for Those Who Can’t Quite Bring Themselves to Write Experts write. I’ve been saying this for years and until recently I’ve never seen any way around it. If you want to be positioned as an expert on a topic and you want to drive inbound enquiries then you have to engage in content
This week’s post is a brief stream-of-consciousness piece on the paradox of being an expert in substance and not style. It’s about the need to not have all the answers when selling; an admonishment to not be the slick salesperson…
An article on how to get around the painful sacrifice of positioning.
The satisfaction guarantee I’m proposing is simply the guarantee that after hiring you and working with you for a little while the client has the freedom to decide whether he made the right decision and would like to continue, or decide that hiring you was a mistake from which he’d like to extricate himself and get his money back.
Although I think I do a good job of masking it, I remain scarred by the dozen years I spent working in advertising agencies and design firms before I began advising them. The scar that marks me, and perhaps you, is the service scar.
Passion is a great thing, but if you fail to match your passion to a need in the market then you're setting your firm up for failure…
An article on the ingrained myths and bad practices of advertising agency and design firm new business development…
Are you continuously haunted by the question: where will I find the work, and the revenue, to keep everything and everyone going…
Should you be pursuing as much as you can get from your clients or should you be driven by the idea of a “fair” price? Many economists would say that any price paid is by definition a fair price otherwise the buyer wouldn’t pay it. They're wrong.
Anchoring is one of the most powerful techniques of effective pricing. You are subjected to it all the time…
A proper approach to selling should be energy positive. It should be sustainable. And it should be fun – even when you lose…
The moment in the sales cycle when a prospect who previously had you boxed into the vendor position in the relationship…
The web design firms that disrupted generalist design firms just a few short years ago are now themselves being disrupted…
A resource guide to all things pricing, including book reviews & recommendations, seminars, webcasts and articles…
Some of the core WWP principles include delivering a minimum level of engagement or otherwise talking money early…The direct conversations around money reduce the likelihood that you’ll be scuppered later in the deal by financial objections that could have been uncovered early, and behavioural concessions extracted from the client are indicators of your likelihood of winning the business.
The rule of price discounting is never discount. There's a time and a place to bend and even break most rules, however…
When we master no we will master selling our expertise. The two sides of no are hearing it and saying it…
To get better at selling your expertise you’ll require a certain amount of self-assessment at the points of interaction with…
“You’re my last client. After this, I’m no longer a consultant.” These words escaped my mouth last week at the beginning of…
Say what you think. Say it early before stress and resentment build. You’ll make more money, you’ll have more fulfilling…
Confidence and expertise are inextricably linked, not like two boxes connected in a PowerPoint flowchart, but more like…
How much does a logo cost? Your answer probably begins with the words, “That depends…
Recently, I wrote about my Closing the Loop email that’s a bit of a secret weapon when it comes to raising deals from the dead. I received some comments and many more emails about the fantastic responses people were getting from it. One of the emails asked me if I had a similarly effective email template for
Michael Gerber, author of The E-Myth, made his name on the idea that you should build and run your small business like you are going to franchise it, even if that’s not a goal. This means mapping out functions and processes, including proprietary strategic processes, to the point that anyone could come along, buy a franchise of your business and replicate your product and your success just from your operations manual and a little bit of training.
A competitive mindset can sometimes be at odds with a creative one. David Brooks, author of The Social Animal, made this claim in a New York Times op-ed piece last year. (All links to external sources are at the bottom of this article.) When you’re constantly trying to outcompete others, says Brooks, it’s less likely
Last year was a year I'd love to forget but probably never will. I committed to too much (anyone else?) and I got sick just before the first wave of obligations hit. I juggled big commitments and various illnesses, getting sick four times on three continents with debilitating but benign illnesses and ailments that were
A couple of years ago I wrote an article titled, ‘I Wish I’d Said That: Seven sentences to get you out of sticky situations.’ Just as there are words you can employ to helpful means, there are also words that you should avoid to keep you out of trouble and in control of the buy-sell
One of the things I am most fascinated by is how people become trapped in mental models, or ways of thinking, often in spite of overwhelming evidence that the model is flawed or, as is often the case, completely, absolutely 100% wrong. The perpetuation of falsehoods happens in individuals and groups, with intelligence seemingly no
Years of insisting that business development people generate leads instead of just follow up on those generated by other means has forced creative firms to prefer sales-based skill sets of cold calling and networking over others. In this article I explain why those skill sets are less valuable today and what is replacing them in
There is a trend within your clients’ organizations that is going to affect the offerings of your firm. It will open up exciting new areas of opportunity that you will be forced to capitalize on. To ignore this trend would be dangerous, I think, because not only will it affect how you deliver your services,
There is little that's more frustrating than receiving a request for proposal (RFP) written by an individual who doesn't know what he's doing–especially when it's a company you really want as a client. You know what I'm talking about–the RFP unexpectedly shows up in your inbox offering a moment of excitement, but your deflation follows
The passing of Steve Jobs has left many of us contemplating his impact on our lives beyond the devices we now take for granted. Perhaps even more important than the technology itself, Jobs left behind some powerful business lessons for us. We’re all going to draw different lessons and inspirations from the man; here are
Imagine that you've won a full-page ad in The New York Times for the use of promoting your firm. What would you say in that ad? If yours is a specialist firm, the answer is easy. In one variation or another you would stake a claim to your expertise as the leading provider of X
I once played a first game of chess with a friend in which he destroyed me with his opening move. In the very first second of the game he had me panicked – robbed of my ability to think clearly. The only thing that was clear at that moment was that he would beat me
Picking up on the theme of my last article, Five Things to Master in the New Year, there’s another area that most of us would do well to work on at a time when we’re making promises to ourselves: new business meetings. And I don’t mean we should strive to get more of them.
As there are less than 20 meaningful business days left in the year, it's time to think about what we might do differently next year. Below are some business development resolutions for you to consider, each an issue that you might attempt master or at least make progress on in 2011. The first three are
For years I counseled that rather than leave a voicemail when doing telephone introductions, you're better off hanging up and dialing again at a later date. Then someone (I wish I could remember who) explained the dynamics of cold calls and voicemail to me in a new light: “Knowledge is power…”
After almost ten years of advising creative businesses on their positioning, I've looked back to find the five most common mistakes that I've seen. If you’re repositioning your firm, use this guide to help you avoid the mistakes I’ve seen and even contributed to over the years.
Four Ways to Get from Here to There Business development success is rooted in a firm's positioning, and while choosing a focus for the firm is The Difficult Business Decision, it's not the only decision around repositioning a firm. The question that immediately follows once you have chosen a focus is, how do we make
The difference between success and failure is often not in knowing what to do, but in doing it. One of the areas where the getting it done problem routinely arises is in living the firm's positioning. When working with a firm I routinely see this pattern:
Nine years into advising creative people on how to sell their services I have come to see that the variability of our individual hard-wiring not only predicts our likelihood of success, but it helps to identify which business development strategy we will select in our pursuit of success. McLelland’s Theory of Needs postulates that people
I'm relatively new to social media and a light user. But I can't get over the ‘rules' of how we're supposed to use these tools. Turns out, I'm breaking most of them. I know I'm not doing it right, and I don't care. Hear my confession of my 10 social media sins.
Two of my favorite things collided this week when author and blogger Tim Ferriss put out a call for a design contest on 99designs.com to design the cover for his new book. It was picked up on Twitter by free pitching watchdogs No!Spec and @specwatch and the debate was on.
In simple terms, agency business development can be described as the polite battle for control. In this brief 20-point thesis on modern day business development philosophy for marketing communication agencies, I'll make the argument for control as the goal.
It’s been interesting to read the heated online discussions in recent days regarding the Zappos pitch and the Portand Online website design contest. Agencies and clients are squaring off in mixed camps over whether these pitches are handled fairly or are even appropriate to begin with. I thought I would dust off this article that
Even the most specialized firms are capable of delivering a range of services that are broader than their declared specialization. It’s tempting, therefore, when making a telephone introduction, to pursue all the work that your firm is capable of instead of focusing on the work that it is best at. The mathematics say that if
I'll leave the bottom line guidance to the finance, human resource and other experts and stick to my knitting: business development. How do you protect the top line at a time like this? Here are seven suggestions.
When an entrenched specialist is invited to compete for opportunity outside of his area of expertise, his reaction is often something close to terror. The specialist believes that when an opportunity within his area of focus comes to him, there is nobody better qualified to help the prospect.
I spent the early part of my consulting practice advising you on using classic selling techniques to help overcome objections raised by the prospect in the buy-sell cycle. Over time it became clear that rather than trying to overcome these objections, you should be raising them for the prospect to overcome.
How and how much should a marketing communication firm pay its business development personnel? While there is no easy answer, following these five steps should help lead to a compensation (pay) plan that works for employee and employer. This article builds on last month’s Win Without Pitching Newsletter issue, Business Development Planning, which discussed setting
Planning begins with the setting of goals and while we all know the value of goal setting, I regularly see marketing communication firm’s business development achievements hampered by aiming at the wrong goals. Follow these three simple steps to ensure that next year is a banner year for business development.
In his 2006 book The Long Tail: Why the Future of Business is Selling Less of More, Wired magazine editor Chris Anderson explores how technology has enabled many businesses to exploit tiny, previously unviable niche markets rather than chase the lowest common denominator mass markets. One set of such enabling technologies is what he calls
Okay, you've repositioned your firm as a narrowly focused expert. Now what, you ask? Now, my friend, you ask yourself the product question: What skills, capabilities and processes do you need to add to support your positioning? While positioning is rooted in a claim of expertise, product represents your ability to prove such a claim.
In Jim Collins's 2002 book Good to Great he explained that one of the common denominators of success that turned ordinary companies into consistently extraordinary performers was the ability to get the proper people on the team, or the bus, as he put it. But in agency business development, who are the right people? In
When a family member had some health problems a few years ago we began meeting with doctors. We marched into one doctors' office after another and offered our diagnosis of the situation, then asked to hear the recommended course of treatment. Finally we happened upon one who stopped us in our tracks: “Stop. You're diagnosing.
Our most productive years are usually the ones that we enter armed with solid goals and plans. What follows are twelve business development resolutions with which to begin the New Year. They are excerpted from the forthcoming article, A Call to Arms: Twelve Proclamations of a Win Without Pitching Agency.
Building an agency one request for proposal (RFP) at a time is a painful and potentially humiliating way to grow a business. And while winning without pitching means not playing the RFP game, there's more subtlety to the approach than simply saying no and feeling good about yourself all the way to bankruptcy. In this
For years now I have preached to you about narrowing the focus of your firm in order to eliminate competition and shift the power in the buy-sell relationship to you, the seller. A narrow positioning is one of the foundational Win Without Pitching principles that allows you to take control of the buying process, lower
In my counsel to agency principals and business development personnel I spend too much time on the subject of how to overcome objections. If you find yourself constantly dealing with or dreading objections late in the buying cycle then there's something you're not doing early in the buying cycle: you're not creating objections. You should
Rare is the new client that is secured without the help of outside assistance. The common vehicles for this assistance are testimonials, references and referrals. In this issue of the Win Without Pitching Newsletter we examine how each of these vehicles of assistance is different from the others, and how each should be applied in
If there's a tool out there that will increase my productivity, I get it. Some have proven to be wastes of time, money and attention, but others have contributed to increased productivity or enjoyment of routine tasks. In this issue of the Win Without Pitching Newsletter I cover five tools of the trade that anyone
In any large consultative sale there are costs associated with buyer and seller coming together. How those costs are assigned to each party is a valuable indicator of who possesses the power in the relationship. Order-taker agencies routinely incur most of the expenses associated with the courtship, while some well-positioned expert agencies are able to
To understand selling is to understand that in the pursuit of profitable new clients you have no business trying to convince anyone of anything, ever. To the question, if my job is not to convince, what then, I respond: It is to help the unaware, to inspire the interested and to reassure the intent. This
Have you ever been close to securing a lucrative engagement only to be thrown off your game, and possibly out of contention, by an unforeseen late question from the client? While there's no way to prepare for every objection that might arise there are a few common ones that seem to create that deer-in-the-headlights response.
This is the second in a two-part series on The Meeting. If you missed part one in the October issue of the Win Without Pitching Newsletter, you'll find it posted to our web site here. Part one explored why an unqualified focus on getting more meetings can be counterproductive to business development efforts, and it
Getting More Meetings “If I get a meeting with someone I can almost always close them. I just need more meetings.” I hear this often. Years ago, between the end of my agency career and the launch of my consulting practice, I heard these words from an agency president who was hiring me to do
Last week Adweek published an article titled Shortcut to a Long Relationship in which they commented on the $400mm Volkswagen advertising account going to Crispin Porter + Bogusky of Miami without a review. The authors pointed out a small trend to this type of account movement and explained it away with a comment on the
Some agencies have policies about not doing business with law firms. Some refuse to work with not-for-profits. Others steer clear of government and government agencies. The reason for all is usually the same: committees. Committees can be difficult to deal with in the buying cycle and even more difficult once the account is won. But
It is often stated that all buying is emotional. While this is an oversimplification that gets many salespeople into trouble, emotions do play a role in most significant purchases. Knowing how and when emotions come into play allows the seller to employ the emotional tools of inspiration to his advantage. But seller beware: emotions are
“I know we need to get out there and sell our firm’s services, but I don’t want to be the one to do it, and I can't justify a full-time position. Can't I outsource it?” If you've ever posed this question, this issue of the Win Without Pitching Newsletter is for you.
The title of the ad says it all. This firm isn’t seeking an employee; they’re looking for a miracle worker. No other position in the agency has a moniker loaded with such expectation, so wrapped up in the myth that the firm is but one uber-human away from success, as the business development magician: The
Winning without pitching begins with positioning. How's yours? This brief post offers ten simple questions to ask of how your firm is currently positioned or for any new positioning you may be considering.
Ask yourself these ten questions.
Agencies all over the world today are trying to get ‘more strategic’: to position themselves as strategic partners to their clients, to sell higher margin strategy over increasingly commoditized implementation – all in a bid to profit proportionally from the greater value being delivered. Most are failing in this bid, suffering from the same four mistakes that are easily avoided once they are recognized.
Blair Enns founder of Win Without Pitching latest article on Proposal or Contract. The proposal is the words that come out of your mouth. The document is the contract.
In this issue of the Win Without Pitching Newsletter we discuss the costs and benefits of using various public relations, advertising, and selling activities in driving business development for your agency, and we examine what the use of each says about your firm.
The lexicon of sales clichés is filled with words and phrases designed to convince people they have a problem that only the salesperson’s product or service can solve. Selling (facilitating the buying process) however, is rooted in helping, not convincing. It is something that requires empathy, understanding, and the knowledge of how to reassure the
Expert agencies and order-taker agencies could not be more different from each other. Usually, you cannot spot the difference by looking at their work or their premises. You can however spot the difference by listening to the words that come out of the mouths of the firms’ principals and employees. The expert agency mindset about
Case studies are among the most effective yet most misunderstood and misapplied business development tools available to marketing communication agencies. When presented properly, their power in helping to land the account is almost unrivaled. However, they are often applied incorrectly, and almost always used too early. Case studies are closing tools best used right at
When speaking to a successful agency business development VP the other day I asked him, ‘Why are cold calls so easy for you?' Without missing a beat he responded, ‘Because I enjoy helping people.' He explained that when calling into organizations in industries where his firm had experience he felt confident of his ability to
‘Thanks for coming in to make your presentation today. I'd like to introduce you to Carl, our VP of Special Projects. He'll be sitting in.' Through the gritted teeth of a forced smile you shoot your business development person a look that says, “Who the Hell is Carl?”. Carl, you are about to learn, is
In Good To Great, Jim Collins writes of the liability of charisma, pointing to charismatic CEOs who built what looked to be successful companies only to have them implode after the departure of the leader. His point is that, far from being an asset, charisma is a liability that masks inefficiencies – a crutch for
‘You are never worse off walking away,' said Harvey Mackay in his book on selling and negotiating, Swim With the Sharks Without Being Eaten Alive. People want what they can't have and often they need to lose or risk losing something before they fully appreciate it. That's one of the reasons why the Take-Away can be one of the more effective closing techniques in your arsenal.
When discussing specific new client opportunities with agency business development personnel I often offer some qualifying questions for them to put to their prospects. One VP of business development recently responded to these questions in exasperation, ‘It sounds like you want me to look for reasons not to do business with this person!' ‘Exactly,' was
Most agencies have a difficult time arriving at a fair and effective compensation model for their business development personnel. If you grapple with how and how much to pay your revenue builders, then this issue of the Win Without Pitching Newsletter is for you.
We are culturally conditioned to avoid talking about money in our personal lives and as a result, in our roles as business development people, we tend to put off financial discussions until the last possible moment. In the last two issues of the Win Without Pitching Newsletter we discussed the commoditization trend in the agency
Commoditization is the act of turning something of subjective or unrealized value into something of quantifiable value. Inherent in this definition is the implication that the value quantified is subject to the same market forces as are physical commodities. A physical commodity is readily available in large quantities from numerous producers, enjoys little product differentiation
I liken agency business development practices to the island of Madagascar. Broken off from the rest of the sales world and left to evolve on it's own, agency business development has evolved in a peculiar direction, spawning some unique and fascinating creatures. Two of the more interesting are the speculative pitch, and the agency search
Most agencies look to their client services staff to fill the majority of business development duties in addition to their account management responsibilities. But a subtle re-assignment of these duties can often bring a surprising performance increase, not just in client acquisition, but also in account services and ultimately in the quality of client relationships.
An understanding of how people buy is important to anyone who has anything to sell, but it is doubly important to marketing communication agencies for the reason that you are in the business of helping your clients sell. Through the development of ads, point-of-purchase material, and sales collateral you develop some of the sales tools
If you've ever wondered why your agency spends so much time and money to land so few accounts, this has been written just for you. We have all heard the term, qualified prospects in reference to potential customers, but what does ‘qualified' really mean? A qualified prospect (my term of choice for ‘prospect'. He's buying from
There is only one reason marketing communication firms are hired, and therefore only one viable basis for the positioning of your firm. It is not personality, it is not process, it is not price. Marketing communication firms are hired for what they can do for their clients based on their expertise.
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