What leads to business success? If you’ve ever gone back to your high school reunion, you’ve probably seen some surprise success stories and scratched your head while asking the same question. For small marketing firms, success typically follows one of two paths.Read More
Caring too much about something can put you at a distinct disadvantage.
Car salespeople know this when they detect even the slightest interest or sense any desperation on your part. Savvy negotiators sniff out this weakness when working their magic at the final hour. Kids know this when they look up at you and ask for something you wouldn’t normally allow but hope that they can tug at your heart strings with that special look.Read More
Ever return to a reunion and been frustrated when former classmates are surprised at your success? It may be human nature to pigeonhole each other, and since (most) clients are human, they have a natural tendency to make assumptions about your abilities that will be tough to change.
Smaller ships turn quicker, and your capabilities are likely to expand more rapidly than client needs will evolve. You are a smaller firm than your client, and are likely adding capabilities very quickly. That’s another way of saying that clients may have you in a rut.Read More
Don’t we wish that performance was as easy to measure in all positions as it is in the sales function! Because sales does lend itself to measurement, we leap toward that comfortable spot, relieved that our management load has been lessened.
But just because it is measurable doesn’t necessarily mean that we should view it primarily in that fashion. In fact, experienced managers sometimes get this nagging feeling that they are missing something by implementing commissioned sales in a service business.Read More
Using a database of hundreds of firms in about 90 different metropolitan areas across North America, what are the three things that principals struggle with the most? You might recognize yourself.Read More
For the purpose of this reminder, I’m going to assume that you are smart and that you do your homework, and that the only thing keeping you from doing more effective work for clients is that they don’t listen to you enough. Got it? If both of those first two things aren’t true, these suggestions aren’t going to help much.Read More
We all define the ideal client in many ways, but essentially it boils down to two things: the ideal client relationship is one in which you make money and have an appreciable impact on your client. Sure, you want to enjoy the relationship, you want referrals, you want prompt payment, you want to work with a decision maker, and a dozen other things. But those two things are the really important ones: money and impact.
We talk about money in various other position papers—here I want to talk about impact.Read More
Whatever convergence means to you, it’s usually spoken of in terms of how your work for clients is crossing media boundaries. However direct the relationship, a fallout from this trend has been the convergence among providers, too. In other words, labeling something as an “ad agency, a public relations firm, a design studio, or an interactive company” is difficult to do without an asterisk to explain how the label doesn’t really fit.Read More
You may think this crowdsourcing movement is like a big trencher, circling closer and closer as you seek to hold the fort of relevance and value to clients.
You may indeed think that, but I believe you’re wrong. I really do think this movement is good, and here’s why. Even if we end up disagreeing on that point, it really doesn’t matter. The change is already underway, and resisting it makes as much sense as promising to hold an inner tube under water forever.Read More
I’m not sure who penned the maxim that “the customer is always right,” but that statement really is too much of a generalization. And lately I’ve seen way too many creative firms caring too much about what their customers think.Read More