How McKinney achieved one of the best new-business records among advertising agencies

August 23, 2011

Innovation and collaboration, two keys to ad agency new business.

McKinney is an independent advertising agency based in Durham, North Carolina. It was founded in 1969 by Charles “Chick” McKinney, the agency is now independently owned by a management team led by Brad Brinegar, CEO.  It has been recognized as one of the nine best agencies in the country by Advertising Age

In 2003, McKinney became one of the first agencies to pioneer connection planning, which determines the most innovative and creative ways of bringing brands and people together in mutually beneficial ways - ADWEEK

In that same year, McKinney hired a group of interactive experts and injected them into the agency’s existing disciplines. (Today, 35% of the agency’s revenue comes from interactive activities, and 88% of frontline staff is actively engaged in interactive work.) Brad Brinegar: Online Advertising

In 2006, McKinney combined its three strategic disciplines (account planning, connection planning and interactive strategy) into one strategic offering and named Andrew Delbridge, previously director of account planning, partner and chief strategy officer - The Cyber One Report 2006

Under Brad Brinegar’s leadership, Mckinney has achieved one of the best new-business records in the advertising agency industry by being collaborative and innovative.

Brad learned the meaning of collaboration as an oarsman on Dartmouth’s crew team: “It’s not intuitive, but a boat actually goes slower when one guy rows better than the rest. And there is no defense in rowing, no way of stopping the other team. So the only way to win is to be smarter, work harder, care more and pull together better than your opponents.”  McKinney’s website

How he has brought innovation and collaboration to McKinney: 

  1. “We designed our entire space, from the ground up, for collaboration.”
  2. “We invest twice the industry average in strategic resources, to make sure that our innovations are grounded in addressing the right business issues to create the results we want.”
  3. “We work in cross-disciplinary brand-teams, to increase the odds that different perspectives will lead to fresh insight.”
  4. “We bring in lots of outside speakers to teach new perspectives.”

Click on the following link to read Business Management Daily’s recent interview with Brad, “Distruptive Player a Game-Changer”


Ad Age: Top 10 Best Places to Work in Marketing and Media

August 23, 2011

A great work environment is a big plus for ad agency new business.

Ad Age recently released the results of the best places to work in marketing and media. Any advertising agency, media owner or marketer with more than 50 full-time employees was eligible to enter.  Rankings were determined through the use of employer and employee surveys with 150 companies participating and just under 12,000 employee responses. Boston ad agencies dominated the top spots in this years rankings.

Allen & Gerritsen took the top honors. Their offices are located in Artillery Hall, a renovated arsenal just outside of Boston, where U.S. cannons were produced back in the 19th century.  The agency principals credit their positive work environment to:

  • A strong mentoring
  • A valued internship program
  • Monthly “three martini lunch” for staff time Q&A
  • A policy of supporting their employees’ outside interest
  • An atmosphere that promotes wellness.
  • The agency also provides free breakfasts of cereal, oatmeal and Starbucks coffee

Here’s the listing of the top 10 places to work in marketing and media for 2011:

  1.  Allen & Gerritsen, (agency), 120 employees, Boston, MA: Twitter Facebook
  2. BGT Partners, (digital) 175 employees, Miami, FL: Twitter Facebook LinkedIn
  3. Digitas, (agency), 2,200 employees, Boston, MA: Twitter Facebook
  4. iProspect, (digital), 850 employees, Boston, MA: Twitter Facebook LinkedIn
  5. DataXU, (media) 100+ employees, Boston, MA: Twitter
  6. Ubermind, (digital), 150 employees, Seattle, WA: Twitter Facebook LinkedIn
  7. Mr Youth, (marketing), 100+ employees, New York, NY: Twitter Facebook
  8. Airfoil, (PR), 52 employees, Southfield, MI: Twitter Facebook LinkedIn
  9. Archer Malmo, (advertising/PR), 100 employees, Memphis, TN: Twitter Facebook
  10. Orion Trading, (media), 300 employees, New York, NY: Twitter
A number of the agencies that made the list are already leveraging their selection for PR purposes, knowing that it will be a huge help in staff recruitment and also with new business.It is appealing to prospective clients that your agency has an employee friendly work environment. Take some time to evaluate the happiness of your staff and explore ways that you can improve their work space and relationships.

Click on the following link to  view the entire list of 30 best places to work. You can also submit your agency for consideration for their 2012 list:  AdAge.com/bestplaces.

An additional articles that may be of interest:


Ad Agency Compensation: The biggest frustration of CMOs

August 22, 2011

For small to mid-size ad agencies, it’s time to address the cost of creating advertising in terms of time and money. 

All our clients want to know is this – Can your agency solve my  problems quickly and at less cost?

Advertising agencies aren’t changing of their own accord, they are being changed. We’ve seen digital technology bring about fundamental change to the news industry, then the music industry. Now seismic change is being forced upon the advertising industry. 

Ad industry downsized. There are nearly 120,822 advertising and marketing services companies in the US. We have  an over supplied market and receding demand. This is an industry that has already laid off over 160,000 people because of the bloat, the wrong kinds of people and too much inefficiency. Not to mention that we are in the worst economic periods since the great depression and it is far from over.

The same problems that led to he agricultural revolution and the industrial revolution are now plaguing the ad industry in this digital revolution.

John Winsor is currently the CEO of Victors & Spoils, the world’s first creative (ad) agency built on crowd sourcing principles and former VP/Executive Director of Strategy and Innovation at Crispin, Porter + Bogusky. John addressed the future of advertising agency compensation head on in a recent article  written for his blog, John Winsor: Views from the CEO of Victors & Spoils about the future of marketing and product design.

Personally having discussions with dozens of CMOs of Fortune 500 companies John addresses their greatest frustration, the cost of creating advertising – both time and money.  

He writes,

Businesses act based on the way they are compensated. And, the majority of agencies are compensated by selling their people’s time.  Compensation is based on the number of FTE’s or full-time employees working on a piece of business. In the age of collaboration the FTE model is broken. The fact is that many agencies make more money when they put more people, or say they do, onto a piece of business. Likewise, it’s more profitable to take more time to do something. If a project should take a month there’s no disincentive for most agencies to drag it out longer.

If advertising industry is to thrive in the age of collaboration we must address the root of the problem, the way we are compensated for our work. If we don’t many companies won’t survive the current economic transformation that’s underway.”

John encourages agencies to come together to fix the problem and proactively transform our industry before it is changed without us.

Click on the following link to read John’s article, “Fees, Lies and Advertising”  also follow John on Twitter. John’s books include:

For the latest industry news and resources from all corners of the internet, be sure and check out my new site: Gass On Line: Daily fuel for ad agencies


Ad Agencies Should KISS for New Business

August 18, 2011

Photo Credit Walt Stoneburner

The K.I.S.S. principle, “keep it simple stupid” is a great maxim to remember when developing a new business program for small to mid-size ad agencies, digital shops and PR firms.

This principle has been a key to success in my years working with new business within an agency environment.

When it comes to new business, consistency trumps perfection. Ad Agencies, the cobbler’s children who have no shoes, are very inconsistent, primarily because they tend to over-think and over-create anything associated with the agency’s brand.

Ad agencies often make things harder than normal. Certainly harder than performing some of the same tasks for clients. They are their own worse client.

That’s why most are so inconsistent with their new business efforts. It’s makes for an unnecessarily painful experience with new business tasks such as updating or redesigning the website; creating a newsletter or eNewsletter; creating direct mail or collateral pieces and even creating and implementing platforms for social media. One agency took over 3 months just to design their blog header.

The person charged with new business for the agency should be on point to simplify anything that relates to new business. Be proactive in keeping all of the processes as simple as possible.

RFPs and agency pitches can also be needlessly taxing upon the time, energy and talent of the agency making new business harder.

For instance, with regards to RFPs. Don’t reinvent the wheel each time a response is created. Covers for RFPs could be designed by well in advance, when there is a lull period and designed for particular industries.

One agency that I previously worked for, we created RFP covers that were specific to Academic Medical Centers. The creative team came up with a great design that was used for every medical center RFP we participated in.

Our creative department was able to put lots of thought into the design because it was not a busy time for the agency. The covers could easily be resized and printed to each RFP, each usually had some variations in their specification, such as size. These covers added a lot to our RFP response and looked custom for each particular academic hospital.

Something as simple as a “leave-behind” collateral piece, following an initial prospective client presentation, can be created and placed on the shelf ready for the next presentation, months in advance.

I know of one agency that had over 50 initial prospective client presentations within 1 year (these weren’t formal pitches) and created  a single leave behind piece that worked for each opportunity.

If your new business responsibilities require you to serve as the agency’s pitch team leader create a simple, repeatable pitch process to save time and energy. Evaluate and sharpen your process after every pitch and find ways to simplify it.

Here are just a few of the benefit for using K.I.S.S. for new business:

  • Much easier to stay consistent and consistency is one of the main keys to success for new business
  • Solve problems faster and meetings can be kept to a minimum
  • Expend less energy from your staff, especially the creative department
  • A huge benefit for your personal time management allowing you to keep your focus on the most important tasks at hand
  • Staff participation in RFPs, pitch opportunities, agency newsletters, collateral, etc will be a much more positive experience that will provide you with their best work and effort
  • You’ll garner lots of appreciation from your time-strapped staff as you constantly look for and implement ways to save time for new business tasks

If you have any examples or ideas for invoking the K.I.S.S. principal for agency new business, please share them in the comment section below.

Additional articles that may be of interest:


The Challenges of Jumping from a Creative Shop to a Digital One

August 16, 2011

Photo Credit charlesdyer

What are you doing to prepare your agency for the digital revolution?

Digital training is critical for the traditional small-to midsize advertising agencies. The strategic partnerships with digital shops have all gone by the wayside, mainly because digital agencies don’t need them any longer.

To quote Aaron Reitkopf, North American CEO of digital agency Profero, “There’s never been a better time to be in advertising, and there’s never been a worse time.” 

Advertising agencies aren’t changing of their own accord, they are being changed. Rising to meet the escalating demands for digital, a lot of agencies are now requiring that almost all of their employees develop digital skills.

Kristina Slade, made the radical decision to leave her job as associate creative director at Omnicom Group’s TBWA \/Chiat\/Day, Los Angeles,  to become creative director at San Francisco-based digital agency AKQA.  In a recent Ad Age interview, Slade shared her challenges. Here are some of the highlights and challenges she expressed in that interview:

  • “… there are better [online] opportunities for brands and consumers.”
  • “Jumping in and absorbing all that tech info was the first hurdle.”
  • “Digital is a self-curated experience, so if someone didn’t engage with you, it just didn’t happen. It’s about what can a brand give someone.”
  • “It was just getting behind the scenes of technology so we could make smarter choices and creative work that was better by leveraging all the potential of different platforms.”
  • “… we actually have metrics and can prove what we can get for every dollar spent in digital.”
  • “The traditional shop is getting smaller. It’ll look like a hybrid shop.”a

Click on the following link to read Alexandra Bruell’s article, “Creatives out of Their Comfort Zone: Kristina Slade”

Additional articles that may be of interest: 

For daily industry news check out Gass Online.


When it comes to new business Ad Agencies are ADHD

August 2, 2011

Photo Credit ADHD CENTER

ADHD is a problem with inattentiveness, over-activity, impulsivity, or a combination – It also is descriptive of most advertising agencies, especially when it comes to new business.

For a large number of ad agencies, the atmosphere is chaotic. It is an environment that is in a perpetual state of distraction. Working in this kind of climate is stressful. You’re constantly shifting from one task to the next. There are numerous interruptions and urgent requests throughout each day.

The digital revolution has created additional challenges – how do we stay focused and productive with so many intriguing distractions only a click away. That’s exacerbated with laptops, smartphones, tablets and the popularity of social media.

New business directors must continually refocus their attention, creating fatigue and decreased productivity. That’s bad for agency new business.

Office and internet distractions lessen productivity:

  • Every time we become distracted, it takes an average of 15 minutes to regain complete focus.
  • Gloria Mark, a UC-Irvine professor has found that the average employee switches tasks every three minutes, is interrupted every two minutes and has a maximum focus stretch of 12 minutes.
  • study showed that people distracted by incoming email and phone calls saw a 10-point fall in their IQs, the equivalent of losing a nights sleep.
  • An American study reported in the Journal Of Experimental Psychology found our productivity goes down by as much as 40% when we attempt to do several things at once.
  • Studies by Gloria Mark, an ‘interruption scientist’ at the University of California, show that when people are frequently diverted from one task to another, they work faster, produce less, report significantly higher stress levels, frustration, workload, effort and pressure.

I have been working in ad agency new business almost my entire advertising career and have completed two post-graduate degrees. I’m   organized and focused but far from perfect. I’m constantly learning new techniques that lessen distraction and increase my productivity. 

One solution that has been the most helpful for me is to dedicate blocks of time to similar tasks. The result – it increases your productivity, creativity, and mental sharpness, while decreasing fatigue, procrastination, and stress. You simply group similar tasks that require similar resources in order to streamline their completion.

Set aside a specific amount of time for specific tasks and make a specific effort to not allow the distractions or disruptions of others break your focus. After that block of time is up, take a brief break, then begin to focus on the next block of time.

Here are some tips to help get you started:

  1. Write it down. Write down 4 to 5 of the most important tasks that need to be accomplished as you begin your day.
  2. Keep time. Use a wristwatch, timer, alarm, PDA or computer—anything that keeps accurate time and is within your sight at all times. When you start a task, say the time out loud or write it down. Allot yourself limited amounts of time for each task.
  3. Check off. After completing a task, manually mark it off your list.
  4. Take a break. A 5 minute break after the completion of each task.
  5. Begin again. Refocus, reset the timer and begin working on the next task.
  6. Take an extended break. After completing your top 4 to 5 task for the day, take a 20 minute break.

I’m a fan of a technique invented in the late 1980s by Francesco Cirillo, a professional in the fields of productivity and process improvement, called The Pomodoro Technique. This easy to use, simple system, used by professional teams and individuals in a range of fields has become a popular tool. It is easy to use and, most of all, it works.

The Pomodoro Technique is a time management system that can help prioritize and accomplish important agency new business tasks.

Here are some Pomodoro resources to help get you started:

  • Download the Pomodoro Technique® book for free or order it on the Internet or from your bookshop.
  • Cheat Sheet. Download a one-page overview of the Pomodoro Technique® .
  • The Pomodoro Technique To-Do Checklist
  • The Pomodoro Pro app is a timer tailored for people using the Pomodoro Technique and designed specifically for the iPhone or iPad.

Whatever plan you use, be committed to improve your focus and time management. Practice makes perfect.


Multitasking Kills Productivity and That’s Bad for New Business

July 22, 2011

Photo Credit Daquella Manera

Research shows that the more you multitask, the worse you are at it and that can be bad for ad agency new business.

In some situations multitasking is deadly. I recently read of a well-known plastic surgeon who was killed when he accidentally drove his car over a cliff while sending a Twitter message about his dog. Most of us understand the dangers of multitasking while driving but many don’t realize that multitasking can be killing productivity.

The term “multitasking originated in the computer engineering industry, referring to the ability of a microprocessor to process several task at the simultaneously. Our ability to multitask is not as efficient as we might think.

On the surface multitasking sounds like it would boost productivity but studies show just the opposite happens:

Professor Earl Miller, a neuroscientist at the world-renowned Massachusetts Institute of Technology and a leader in multi-tasking research, says, ‘People can’t do it very well, and when they say they can, they’re deluding themselves,’ he says. ‘The brain is very good at deluding itself.’ 

Psychiatrist Edward M. Hallowell has gone so far as to describe multitasking as a “mythical activity in which people believe they can perform two or more tasks simultaneously as effectively as one.” 

A study at the University of California found that multitasking impedes the brain’s ability to absorb information

Author of the book Distraction, Damon Young, says, “When we move from our job to an e-mail, it takes about a minute to recover our train of thought and then we get another e-mail, or an SMS, so our concentration is fractured. The result? We’re not really multi-tasking. We’re switching between tasks in an unfocused or clumsy way.”

Studies here in the US have shown that students who do homework while watching television get consistently lower grades.

“There is a cost to the way that our society is changing. Humans are not built to work this way, we’re really built to focus.” Russell Poldrack,UCLA psychology professor

Persons charged with business development for most small to mid-size ad agencies often wear multiple hats. That increases the likelihood that they do a lot of multi-tasking and are less efficient than they could be.

We are not made for multitasking and it actually hinders our productivity:

  • The time it takes to complete jobs increases significantly. People actually lose time rather than gain it. The brain has to restart and refocus. Switching attention is from one task to another, work may be faster but studies show that productivity is less.
  • Multi-taskers are prone to errors.
  • Multi-taskers are more easily distracted. The more they multitask the worse they are at it and the less they can focus on one thing.
  • Multitasking hurts relationships. Even though it isn’t intended, it makes clients, coworkers, friends and most importantly family feel unimportant.
  • Multitasking comes at a high price. It greatly increases stress,  even rage in adults and learning problems for children. You need to ask yourself, ‘is this the way I want to feel? Is this the way I really want to live my life?”

If you want to be productive it’s best not to multi-task at all. There is no downside to it. Here are 10 tips to overcoming multitasking:

  1. Embrace single tasking. Acknowledge the problem, “Hi, my name is Michael and I’m a multi-tasker.” 
  2. Manage your time better, do one thing at a time if at all possible.Schedule time to switch your attention from one task to another.
  3. Look for ways to create silence. I turn off any distractions and even use a set of noise canceling headphones to help me get into a focused state of mind.
  4. Turn off the cell phone and disable email alerts. Have set time to check voice mail and your inbox.
  5. Distractions on the internet are abundant. To bring strategy and focus to your online reading, use an RSS Reader such as Google Reader.
  6. Force yourself to disconnect. Take a break from social media and the internet.
  7. Create a To Do List for the day. Plan your day in blocks. Set  just a few primary objectives that you want to complete by end of day.
  8. Begin at in the mornings to complete your most important tasks.
  9. Amazing at how deadlines can keep things moving.  Give yourself less time helps hyper-focus your attention on the project at thand.
  10. Schedule in some periodic breaks during the day, such as going for a brief walk.

10 Reading Resources for Ad Agency New Business

July 5, 2011

the|G|™'s photo

The right reading resources can help fuel your agency’s new business.

The only constant in advertising is change and that change can dramatically impact your agency’s new business development. To maintain success, you have to keep up. That isn’t easy. Especially with this revolutionary change we’re experiencing in communications.

If you are responsible for new business, you know how easy it is to get side-tracked within the agency environment. I would encourage you  to set up a simple routine for reading, your personal ‘continuing educational program’, specific to new business.

I’ve identified some online new business resources for agency owners, management and new business directors. The following sites provide helpful new business tips, tactics and trends particularly for small to midsize ad agencies.

  1. Agency Reinvention | Robb High Consulting, Robb High Owner
  2. Blue Focus Marketing, Mark and Cheryl Burgess, Co-founders
  3. Mirren Business Development, Brent Hodgins, Managing Partner
  4. New Business Intel, Todd Knutson, CEO of The Listr
  5. RSW (Reardon, Smith, Whittaker/UK) , Adam Whittaker, Principal
  6. Sanders Consulting Group, Bob Sanders, President
  7. Second Wind, Anthony Mikes, founder
  8. The “ANB” Blog, Mark Sneider, Owner & President of RSW/US
  9. The New Business Dingo, David Curie, President of Catapult New Business
  10. Thunderclap Consulting Group, Steve Congdon, Principal

A good way to maintain a consistent reading program and keep up with the latest content from these sources would be the use of an RSS Reader such as Google Reader. RSS feeds allow you to easily subscribe to content you want to receive.

Here are a few of the benefits to subscribing to this content through a RSS feed:

  • Simplifies and focuses your reading into one convenient location, your inbox or RSS reader.
  • You can easily add or remove subscriptions and organize your reading into folders.
  • An easy way to keep up with the latest breaking news and trends.
  • Fresh content 7 days a week, 24 hours a day.
  • An RSS feed will save you a ton of time.

If you have found additional sites that have been helpful for agency new business, please share them in the comment section below.


How did YOU get into ad agency business development?

June 27, 2011

John Sharpe and his dad mowing the lawn

Ad agency new business hunters are a unique group who share some common traits even though their personal stories of how they got into this business are usually very different.

John Sharpe a partner and the Chief Marketing Office for the BOHAN advertising agency, Nashville, TN. He heads up the marketing and PR efforts for the agency itself.

John is a long tenured new business executive with a sampling of wins such as Cracker Barrel Old Country Store, the Grand Ole Opry, the Peabody Hotel Group, Vanderbilt University Medical Center, Brunswick Outdoor Products, Red Lobster, Wyndham Hotels and Resorts, The Greenbrier, Citicorp Diners Club, Clarks of England and Shoney’s just to name a few.

In his own words, John shares his personal story, how be got his start and ended up spending the majority of his advertising career focused on new business. 

“Hey Mister, can I cut your yard?” 

Over the years I’ve often wondered how other agency new business people got their starts in this crazy profession. Seems like most everyone finds their way to it by means of a slightly different path. My path just happened to be an 18” swath, cut clean across a hundred neighborhood back yards.  

It was the last day of school and I was about to put the fifth grade behind me. The entire summer lay ahead but at my house, the tantalizing combination of summer and no school only meant that real work was about to begin. I was ten years old facing three months of hard labor. Drat.

My dad was what you might call a stern taskmaster, preparing a weekly list of chores as long as my arm. He was old school and just couldn’t stand the thought of me goofing-off all summer, riding bikes and playing basketball with my pals, so he made lists of things to keep me busy. Cut the yard, trim the hedge, paint the doghouse, hoe the garden and then start the next week with a fresh assignment. If and when he ran out of ideas, he would just repeat a previous list.

Remember that classic movie scene in Cool Hand Luke where the sadistic prison guards made recaptured chain-gang escapee Paul Newman dig a hole out under the blistering Florida sun, only to order him fill it up and start all over again? Well, it wasn’t exactly that bad at my house, but after cleaning the garage top to bottom for the third time since school got out, it sure felt that way. Of course there is always the slim chance that the recollections of a fifth grader, some fifty years hence, might possibly be time-enhanced…but nah, I don’t think so.

But then one mid-summer day it came to me like a bolt out of the blue. There was only one possible way to escape my fate of indentured summer servitude. I was a ten-year old who needed a legitimate paying job!

An old man who lived in a duplex down the street always had grass knee-high in his yard, and I am sure the neighbors all grumbled about it. He kept a lawnmower sitting right out by his front porch but I guess he just didn’t have a ten-year old on his staff. Maybe he didn’t even know how to use that old push mower, but I sure did.

I saw him sitting on his porch one day, staring across the sea of Johnson grass before him and without a moment’s thought I hollered from the street: “Hey mister, can I cut your yard?”

He stared at me for what seemed like forever and finally squinted and said, “how much?”

“If I can use your mower, one dollar.”   

By the end of that summer I was cutting most of the small yards at the duplexes nearby, and some of the bigger yards too.  After that first job I convinced my dad to let me use his old push lawnmower, if I paid for the gas out of my earnings—and I spent the next four summers going from house to house all over the neighborhood, fearlessly knocking on doors and making my pitch.

My pitch? Did I say my pitch? Yes, I now realize that’s where it all began. Mowing lawns was a means to earn some cash and escape my dad’s list of stay at home chores, but it was actually closing the deal with a neighbor–negotiating cash for services that really gave me a buzz.

Soon I expanded my product line to include trimming and weeding with my dad’s hedge clippers and swing blade. I was still working all summer while the other kids were playing but at least…I was an earner. And as I had hoped, my dad stopped making lists of chores for me to do. He knew I was working hard and he saw it was paying off. He never said so but I could tell that he was secretly proud. Summer was suddenly looking good for a change and I was emboldened by my ability to close a deal.

Did I mention that my dad was an ad man? I’m a second-generation new business guy. I guess even third generation, if you count my grandfather who worked at a Buick dealership long before I was even born. We were all closers.

My dad had been an ad agency art director back when I was ten and soon after, he struck out on his own and started a little ad agency design shop where he would pitch an account, play the AE role after he got the business and then run back to his cramped little office to crank out the layouts and mechanical art.

It was only recently, after nearly forty years in the ad agency business myself and the last twenty pretty much in business development exclusively, that I realized I had truly been pitching one thing or another my whole life. It just took a while to realize I was born to be a hunter/gatherer.

I was born to be a hunter/gatherer.

If you’re a new business professional, whether a beginner or a veteran of decades of pitches like myself, I am really curious to know your story. What path did you take and how did you get into the business development end of the ad agency business? Were you born to close, or did you learn by watching someone else, or do you just practice trial and error?

Shoot me an email and let me hear from you. We may soon have the beginnings of a new business online support group!

Have a great summer, and happy hunting.

John Sharpe

Email address: jsharpe@bohanideas.com
Follow John on Facebook and LinkedIn

 

We’d like to hear your story. How did you get into ad agency new business? Feel free to email John or add it in the comment section below.

Additional articles that may be of interest:


Cause Branding: It is Now B-2-WE for Ad Agency New Business

June 8, 2011

WE -habilitating Capitalism – How valuable your agency will Be to ME no longer depends on b2c or b2b but on b2we

Simon Mainwaring is founder of We First, a social branding consulting firm that helps companies use social media to build communities, profits and positive social impact. A highly recognized creative director, he has worked at many of the world’s top creative advertising agencies in Asia, Europe and the U.S. including Wieden & Kennedy, Portland, on Nike and as Worldwide Creative Director for Motorola at Ogilvy, Los Angeles.

Simon’s first book, entitled We First, presents a new vision for business. An answer to Bill Gate’s “Creative Capitalism” challenge,  a practical and actionable plan for how brands and consumers use social media to create a partnership that provides sustained prosperity for business and our world.

Ad agencies could learn much from Simon’s approach where clients are expecting their agency partners … to contribute to the social good, where the future of profit is purpose and agencies that thrive … will be will be those that put the well-being of their brand community and the world at large first.

Enjoy the We First video, how brands and consumers use social media to build communities, profits and positive impact. WE-defining Me written and performed by Sekou Andrews (sekouworld.com). Design and animation by Troika (troika.tv). Original music and sound design by Machine Head (machinehead.com).

Edelman Goodpurpose Survey measures consumer attitudes about corporate responsibility. The survey was conducted in 13 countries among more than 7,000 adults. It is the only global study of its kind. Here are some highlights from that report:

  • 71% believe “brands and consumers could do more to support good causes by working together”
  • 65% say they “have more trust in a brand that is ethically and socially responsible.”
  • 73% agree government and business need to work together more closely to ensure the environment is protected
  • 62% would “help a brand to promote their products or services if there is a good cause behind them. (compared to 53% in 2008 and 59% in 2009)
  • 62% of global consumers “would switch brands if a different brand of similar quality supported a good cause”
  • 64% believe it is no longer enough for corporations to give money; they must integrate good causes into their everyday business

Executing Your Agency’s New Business Strategy Requires a System

May 26, 2011

A plan is just a plan, wishful thinking, until it is executed.

How many annual planning meetings has your agency gone through the motions of creating a strategic new business plan only to have it fail in its implementation? Maybe next year, instead of focusing so much attention on the plan, use annual planning to create dynamic processes for execution.

“Execution, more so than planning, is the battleground that determines success and failure.”

Experience has taught me that successfully executing a new business strategy requires a system, not a series of diverse projects performed by different parts of the agency. Here are some practical tips for creating a system for new business for your agency:

  • One person responsible: You will not only need the right person in place to oversee the process, someone who has focus, determination and consistency, the qualities are required for success.
  • Convert your strategic plan into a game plan that includes Milestone Dates, To Do List, Resources, Assignments, etc.
  • Set goals that stretch your agency but that are reasonably attainable and measurable.
  • Determine what is needed to achieve your priorities: People, funding, equipment, space, training/development, etc.
  • Get organized: Use a program such as Basecamp, an excellent, inexpensive online project management tool to help in the implementation process.
  • Just start: A lot of time can be wasted if you don’t start somewhere. Identify and focus on the first step. Once you get going, it’s much easier to keep going. Also remember, don’t over think things, keep it simple.
  • Based on your tasks create a “must work week” schedule. Arrange your work week priorities ahead of time. “If you don’t know and control your schedule, someone else will.” 
  • Be prepared to make changes. This is not an exercise in perfection –  Plans give you a road map to our goals, but you have to be ready to make adjustments, based on your experience in execution. Every plan I have ever seen has obstacles. Don’t abandon your strategy at the first obstacle, create “work-arounds”, solutions, even temporary ones that will allow you to keep the process moving. Don’t let anything stop implementation.
  • Make assignments: clear communications with those who must help with implementation of the various projects is a must. Who is doing what and when. Make sure they know their assignment, due dates and be prepared to prod, poke and push for completion.
  • Close out completed projects.
  • Monitor and report progress: Unless there is an ongoing process for evaluating execution, making decisions about it, and closing the loop with the original strategy, the effort fails. Note: I’ve worked with agencies that are bombarded with internal meetings, communications and reports. Keep this part simple, a monthly one-page executive summary of progress and a brief monthly meeting with only the persons that are necessary to review and make changes, will usually suffice.
  • Periodically highlight successes and celebrate new business acquisitions: This will reward participants and create excitement within the agency.
  • Incorporate “lessons learned” from accessing your accomplishments into the next year plan.

Please feel free to share additional tips and ideas for creating a system for agency new business in the comment section below

Additional articles that may be of interest:


Social Media Has Changed My Life and Ad Agency New Business

May 9, 2011

The single greatest impact upon my life professionally has been social media. It has changed the way I conduct my day, it has changed my perspective, it has impacted my intellectual outlook and it has become the best new business tool that I’ve ever had as a business development professional.

I’m writing this post from my hotel room in London, England reflecting on how far I’ve come since I was introduced to social media over four years ago when I started my consultancy. I have worked with new clients all across the United States from Costa Mesa, CA to Port Clyde, Maine and now my first overseas client located in the UK.

From my home office located above my garage in Alabaster, Alabama, I have built a global awareness for my services and established an international network of prospective clients solely through social media.

Almost every new business opportunity has come about the same way. Usually a prospective client is introduced to my blog ‘Fuel Lines’ by searching for “ad agency new business” through Google or they will click on a link to one of over 600 articles that has been repurposed through Twitter, Facebook, LinkedIn or through a bi-weekly email newsletter. A growing audience helps to make my content viral. Acting as your brand ambassadors they fan these articles through their personal networks.

After becoming a reader, when a prospective client has a need for my type of service, they initiate the contact. This is a new business person’s dream because you’re not having to constantly chase business. You merely read and write, providing helpful content to your audience.  The ones who are drawn to you will initiate the contact when they need help with their new business and social media efforts. I have yet to make a single cold call for any business since starting my consulting services.

A prospect who initiates a call and talks to you as if they know you. That’s because they do! Social media has allowed them to get to know a great deal about you. In their own time frame, they check under the hood, kick the tires and check out the upholstery so to speak. Rather than going through the dating process you’ve moved directly to engagement shortening the purchasing cycle.

You need to look at social media as a savior not a nemesis, an asset rather than a liability and time saver rather than time killer for ad agency new business.

Agencies were reluctant to participate as social media was becoming mainstream because they saw it as a major commitment of their time without much value to show in return. Fortunately a  lot of negative perceptions of social media has been changed. But I don’t believe the majority of agencies have yet to appreciate the huge benefit that social media can actually make new business easier.

Most agencies generate new business through networks and referrals. Social media can greatly accelerates this process. It is networking on steroids. Taking its offline networking expertise online, an agency can now affordably create an international reach for its services.

“Kudos to all! Our social program is generating leads and business from around the world. Earlier this year got a client out of Australia and currently talking to a company in Japan that follows me on twitter” – John Sonnhalter, CEO, SONNHALTER

Utilizing social media can help you to be more consistent for new business. You can keep your prospective pipeline full even when your agency is busy with client work or you are away.

At the beginning of the summer, while my wife and I were vacationing in Key West, I wrote a post and published it along with a photo while on the beach. I wrote, “Vacationing with Social Media and Still Generating Ad Agency New Business,” to illustrate how social media can keep your new business pipeline full even when are away.

With very little effort I have created, maintained and am growing touch points through social media networks with my best prospective clients and all I’ve had to do is read and write.  

Click here to view some of my London trip photos I’ve shared on Facebook.


10 Advantages When Ad Agencies Focus New Business Efforts on Their “Sweet Spot”

May 5, 2011

New business targeting is about finding an agency’s sweet spot. Deciding on the most fruitful audience that match your agency’s core competencies and wastes the least amount of your agency’s energy and resources to win.

The sweet spot is that part of the club, bat, tennis racket, etc. that wastes the least amount of energy when it collides with the ball.

Too many agencies fall into the trap of pursuing any prospective client with a budget. Most are not a good fit for the agency.  I think that is the primary reason why 53% of advertisers are dissatisfied with their agencies and the average agency-client relationship is now two years.

If your agency will go after anything and everything you are playing a numbers game. You might get lucky and win a few but you wont be building your brand. Also, when it’s not a good match, you, your staff and most likely your new client are going to end up miserable.

Think about these 10 advantages for focusing new business on your agency’s sweet spot: 

  1. Properly brand/position your agency for success with surprisingly little effort. Most agencies are in a perpetual state of re-branding their agency and redesigning their agency’s website. They can’t ever turn the corner to get them done. Focusing on your sweet spot simplifies the process.
  2. You are able to clearly articulate how your agency is different from the rest. I recently asked agencies to share how they are different from the rest, from the 243 responses, I would say that this is a major problem for most agencies.
  3. More easily build awareness among the best prospects for your agency. Your agency is just a tiny dot in the ocean when you have no target audience. You wont be on anyone’s radar.
  4. With a narrower focus you have the ability to become a respected expert and thought leader in your field. There is no credibility when your agency claims expertise in dozens of industry verticals or disciplines.
  5. Acquire new business with the least amount of wasted agency energy and resources.You know where your agency needs to have a presence. What trade shows, conferences to attend, sponsor or speak at. Your new business budget becomes more strategic and you can better harness the creative prowess of your agency when it is needed.
  6. A much better defined set of criteria for identifying the right prospective clients. Creating a top 25 list of prospects is an easy thing to do and makes building relationships with those prospects easier.
  7. Less strike-outs and a stronger win ratio for new business, because your agency is matched up with its core strengths.
  8. A much broader geographical market area. Most small to midsize agencies have gained new business through referrals and personal networks. Focus on your agency’s sweet spot helps you to broaden your appeal. With the addition to social media, you can have a global reach. As an example, I am headed to London this week to meet with a new client that came about by way of my social media program.
  9. Fewer competitors, because there will be fewer agencies who do what you do. You can also know who your chief competitors are and better maximize hone positioning and appeal against theirs.
  10. As a specialist you can command premium pricing. The cost for seeing my family physician from the expense of my neurological specialist who performed a spinal fusion on my neck was a huge.  Lewis Communication’s, here in Birmingham, AL, commands premium pricing for its services to academic medical centers.

Instead of having a lukewarm appeal to a broad group of prospects, focusing on your agency’s sweet spot can generate a feverish appeal among prospects that are the best match for what your agency does best.

Here are a few examples of small to midsize agencies with a focus:

  • The Dudnyk agency, Philadelphia, PA, biotech brand specialists.They’ve even employed Dr. Chris Tobias, who has a PhD in neuroscience and directs new business development for their agency.
  • The SONNHALTER agency, Cleveland, OH, is being sought out by manufacturers who want to reach professional tradesmen.
  • Kleber & Associates, Atlanta, GA, focuses on brands that build a better home.
  • Levelwing, Charleston, SC, that are experts in data-driven marketing solutions, particularly in auto aftermarket companies.

New Roper Study: 9 in 10 CMOs See Value in Content Marketing

April 20, 2011

To create new business opportunities for your agency through social media, content is critical.

“… marketers will need to rethink their approach to advertising and marketing and intensify their focus on creating magnetic content that will naturally attract consumers, rather than relying solely on the interruption model of advertising, which consumers are responding to less and less. Think pull vs. push.”  Geoff Ramsey, CEO, Co-Founder of eMarketer.

New research from Roper GFK and presented by the Custom Content Council highlights the point that content should be a significant part of a marketer’s mix.

In a survey of more than 100 CMOs, respondents were measurably more accepting of custom-content solutions. Among the survey highlights:

  • More than 8 in 10 (83%) say they are receptive toward using custom content in their marketing plans, representing a 16 point increase since the last study.
  • Almost 9 in 10 CMOs say they see value in the service provided by custom content, representing a 15 point increase from 2006.
  • More than 9 in 10 CMOs believe that custom content has a positive effect on audience attitudes, strengthening the bond with consumers.
  • 9 in 10 say that they believe a majority of consumers find useful information in custom media and 85% believe that consumers who receive custom content will be more likely to buy from the sponsoring company again.
  • A majority of CMOs believe that custom media will capture a larger proportion of marketing budgets over the next couple of years.  59% percent report having shifted marketing funds away from traditional advertising in the last year toward custom content, representing an 18 point increase from 2006.
  • Close to half (47%) strongly agree, and 91% strongly/somewhat agree that custom content should be an integral part of the marketing mix for any business.  84% strongly/somewhat agree that custom content represents the future of marketing.

“While print remains the choice du jour for most custom media programs, new media channels are providing more growth opportunities for the custom content industry,” said Lori Rosen, Executive Director, Custom Content Council, “Content has become the mantra for today’s savvy marketers”

Click on the following link for additional resources from the Custom Content Council and the article: What CMOS Think About When They Think About Custom Content


101 Insights from the 2011 Mirren New Business Conference

April 13, 2011

The reader’s digest version of the top insights from the largest agency new business conference of the year.

The 2011 Mirren New Business Conference was recently held in NYC. With over 400 advertising agencies represented, this is the premiere event of the year for agency new business. Over 400 agencies were represented for this 3 day event that included 30 sessions.

Wish you could have been there? I thought the next best thing for those who missed it would be sharing some of insights gleaned from the attendees who were Twittering live from  the conference using the Twitter hashtag #MIRREN, sharing some of the best-of-the best information.

Enjoy these top 101 nuggets from the conference attendees:

  1. @hugeinc @edwardboches: kids coming out of school today are fearless and don’t label themselves according to job descriptions
  2. @edwardboches: the single most important thing you can do is create the best internship program in the country
  3. @jbraftus: The only proprietary tool agencies have is their people
  4. @dglittlefield Biggest trend in agency selection is category experience. Agencies need to narrow and go deep as opposed to wide and broad.
  5. @HeatherWit Stop selling the agency and start fixing their problems.”
  6. @LaurenOnDemand …great marketing is about being seductive…..about creating content and ideas people want to spend time with.
  7. @kfiddner Congrats on recognition at #mirren for your “brilliant” blog: www.theonethingblog.com Relevant, focused to your target clients.
  8. Brent Hodgins featured theonethingblog.com as best practice example in today’s agency website discussion.@dglittlefield: @kfiddner
  9. @therealadbadger: Clients don’t have time for blogs. But they do have time for focused blogs
  10. @mediatwo 7 basic principles for agency wesite: 1) objectives 2) targeting 3) USP 4) value 5) supported 6) tone/personality 7) user experience
  11. @awbrown 2011 statistic: Agencies lose 95% of pitches when they lack category experience
  12. @greenergirl put your category expertise up front to get the clients u want via your site
  13. @awbrown: There are nearly 70,000 marketing services companies in the US. Over supplied market, receding demand.
  14. @pinkbird_bi Diversify ur pipeline across prospecting, organic growth & pitching; increase ‘qualified’ at bats to improve winrate
  15. @HeatherWit Client anxiety is evolving. Clients are asking “what is my social strategy? Can any of my agency partners do social well?”
  16. @HannahPoferl: “In a meeting, whoever talks most thinks it went really well.” ~ Brent Hodgins
  17. @MikeDuda Start every pitch w/ shot of tequilla, vow to one another the team will win & failure’s not an option. Period.
  18. @pinkbird_biz Laura Maness Is your agency’s positioning client-centric? [hint: the agency monologue is dead]
  19. @tomzazueta: “Fastest path to revenue is influencing your client’s revenue.” – Brent Hodgins
  20. @cullenob Agency biz dev dir’s encouraged to take control of their own job desc’s to be clear on what they’re accountable for.
  21. If you wait to start the brainstorm at the brainstorm, cancel the brainstorm (via @maureendevine)
  22. @omutak Will centralized global capabilities be a profitable revenue source 4 mid-size agencies?
  23. @DMVAND Which of the archetypes Is your presentation style? Motivator, Counselor, Drill Sargent or Professor? Use them all?
  24. @maureendevine: 20% of what you say provides 80% of your persuasion in a pitch. Key is to make sure your client can find your 20%
  25. @cullenob If you want till the brainstorm for ideas, you’re in big, big trouble. @levyinnovation
  26. @maureendevine 20% of what you say provides 80% of your persuasion in a pitch. Key is to make sure your client can find your 20%
  27. @therealadbadger Great ideas are only logical in hindsight.
  28. @pinkbird_biz Search consultants parting advice: believe (u are who u think u are), velocity (be faster), authenticity (be true to ur brand).
  29. @pinkbird_biz communications should drive action: clicking, liking, passing, tweeting, shazaming, sampling fast becoming rule
  30. @jsidess when you focus on what your consumers focus on, you can be much more effective on getting their attention
  31. @therealadbadgerBrainstorming sessions destroy the ability to spontaneously create big ideas. You can’t schedule ideation.
  32. @mediatwo“account planning is the future of the industry” – Brent
  33. @mnburgess Social ROI is still murky. But none of us have the courage to give up on it!
  34. @pinkbird_biz If a client sets clear rules for the pitch, you should probably follow them.
  35. @therealadbadger Pay attention to the CEO. It’s their job on the line. What have they promised to their shareholders?
  36. @therealadbadger: Clients always reveal the secret to winning a pitch if you’re listening closely
  37. @Linkergy:CMO’s say they need Reader’s Digest version of what makes the agency unique.It’s a culling exercise.WOW us in 30 mins
  38. @Linkergy cmo panel says analytics are absolutely table stakes today, no longer just a nice-to-have.
  39. @Melissa_Robison Average lifespan of a #CMO is 2 years: Nick Utton, E*Trade at#mirren
  40. @pinkbird_biz Clients are adding to roster vs. wholesale change. Implication?…get in the door, solve a problem, build a relationship over time.
  41. @omutak: The worst agency cliche: Take your brand to the next level.
  42. @tomzazueta: “Fastest path to revenue is influencing your client’s revenue.” – Brent Hodgins
  43. @Melissa_Robison E*Trade CMO: we are ruled by Wall St. and graded every three months. Need agency big ideas. If they fail, fail cheap and fast.
  44. @ashandy73 “Agencies try to be liked at the cost of being respected.”
  45. @cullenob: “Results” doesn’t mean results in clients’ eyes. Use their lexicon, not yours, if you want to show category expertise.
  46. @therealadbadger: Process is process. There’s nothing proprietary about it.
  47. @cagrana: What’s the most powerful word in New Business?: NO. Have self respect and stick to your limits.
  48. @cagrana Best presentation tools? PPT is out, conversations and Prezi are in.#Mirren.
  49. @edwardboches: if you have to tell a client you’re digital, social, or mobile that’s a crock. If you really are they’ll see it.
  50. @HeidiReys Search consult panel: “U have more control over price than U think. Ex: recent winning agency comp was 40% higher than others”
  51. @tonysignore Don’t try to be all things to all people. Focus. Look at where you do your best work and add to that.
  52. @awbrown: Hiring people with computer science backgrounds is a major trends for agencies.
  53. @mediatwo#mirren If a client doesn’t fall in love with you, you will NEVER win the business.
  54. @cherwenka Funny brand example: Designer condoms called Proper Attire. If you aren’t wearing one you aren’t getting in
  55. @hugeinc: @edwardboches we try to learn from ourselves too much. We shd get as far away from ad industry as possible to learn.
  56. @HeidiReys Reviews are elimination process all way thru and usually won in pitch vs. client preferences at beginning. Chemisty is huge.
  57. @pinkbird_biz Don’t underestimate the importance of structuring your physical space to support innovation & collaboration
  58. @markschnurman If you can’t present well (or any team member), you are not going to win. I did not pay him to say this:-) Brian Goodal
  59. @dherscott Its not over until its over – never give up throughout the pitch process – indeed!
  60. @rinsights Online surveys are the most cost effective quant research technique. Make sure they are well designed by experienced researchers
  61. @rinsights: Focus groups are great, but many bad decisions can come from them. Use them for “exploring,” not “deciding.”
  62. How did you change your agency to make it more innovative? @tonysignore “make hard choices including personnel changes”
  63. @markschnurman Re: Search consultant- Doing work that gets notices puts you on search consultant radar-Brian Goodall
  64. @cherwenka “74% of the time when a client fired it’s agency, they said they were happy with the work.” -Signore, CEO Taylor
  65. @Malbonnington Love this, from @edwardboches#mirren: “Mullen’s new one word mission statement: #velocity
  66. @jbraftus The only proprietary tool agencies have is their people
  67. @LindsayBL quoting 4A’s study: 617 pitches last year, only 23% of which run by search consultants (down from 38% in prior years)
  68. @rinsights Webcam focus groups trim deadlines, save on time and travel cost, allows geographic diversity
  69. @mediatwo All agencies only have ONE proprietary tool: your people. Showcase them in RFI
  70. @mediatwo Worst mistake in submitting RFI is length. Be innovative and show examples but keep short
  71. @MARKLIMBACH Interesting 4. Clients and agencies agree…67% rely on gut & instinct, 33% on data.
  72. @mjgoldberg Act your way into a new way of thinking instead of thinking your way into a new way of acting.
  73. @cynthiahprice Enthusiasm around what is possible is still one of the best business development tools. Andrew D. From Mother at #mirren
  74. @jbraftus Agencies and clients are more alike than different
  75. @dglittlefield 59% of agencies and clients think an agency’s role is becoming more important in the world of branding and marketing.
  76. @DavidRCampbell: 52% of agency employees like there jobs vs 31% of clients
  77. @pinkbird_biz: @4As Tom Finneran encourages agencies to adopt P&G’s BAL Model: ‘one throat to choke’ for agencies & client
  78. @pinkbird_biz The world is changing. New business today is more global than it’s ever been before.
  79. @cullenob Thought leadership, and standing for something as an agency, formula for new biz, not gimmicks. @scottfrog
  80. @dglittlefield Agencies: Be bold. Be distinctive. Today’s bold doesn’t mean outrageous.
  81. @HeatherWit Today, clients are looking for thought leadership. Gone are the days of the “dog and pony” show
  82. @edwardboches: RT @HeatherWit: Agency cliches: We have: “the best people, award-winning creative, proprietary process…”
  83. @thinairchi: 4As reports average digital agency hourly billing rate is half that of a midsize law firm.
  84. @Cathy_Carl When a client sends you an RFI, you should send them an RFI. An adult, peer-to-peer discussion is a must
  85. @joelparent If we don’t all play by honor system Agencies will lose battle against Brands that seek 2 abuse us. #mirren Hold the line! This. Is. Sparta!
  86. @cherwenka AAAA study across 98 spec work pitches: 67% of winning pitch work was implemented.
  87. @dglittlefield AAAA’s has benchmark for agencies when dealing with… “Your rates are too high!” did u know average hourly rate is less than $150?
  88. @galaxie65 I believe that Tom Finnernan from 4A’s speaks for all agencies and we must increase our rates for our business
  89. @HeatherWit “Vet it quickly and vet it early” (regarding knowing a client’s budget sooner than later) – Stephen Larkin
  90. @mediatwo 4As Tom Finneran says marketing survey shows brands use avg of 13 agencies and 5 are digital
  91. @dglittlefield Creativity is often a feeble weapon… the client problem is strategic, not creative.
  92. @HeatherWit More than having the will to win, you must have the will to *prepare* to win (via @HeatherWit @tomzazueta
  93. @galaxie65 Interesting that agency fees on a standardized basis decreased more than 50% in past 20 years. This needs to change.
  94. @HeatherWit The most substantial thing you can do to regain your power – is to walk away. Take control of how you operate your business.”
  95. @HeatherWit “In all negotiations, you usually have more power than you think you have. They key is to tap into that source of power.” (Gleason)
  96. @maureendevine stop thinking like an agency and start acting like a consultancy = seen as more credible and get make more moolah
  97. @cherwenka: Ouch. “your real competitor is your client, not other agencies.” That seems to be the theme here.
  98. @jonjonbailey Be the orange in a basket of apples.
  99. @MARKLIMBACH The avg agency is doing 20% of its work for free, with the othe 80% being under-paid by client
  100. @HeatherWit “Vet it quickly and vet it early” (regarding knowing a client’s budget sooner than later) – Stephen Larkin,
  101. @DavidRCampbell: Quote of the conference #mirren “Pee in the Shower, it’s fun and 69% of agency people do it”

Which was your favorite? Share it in the comment section. If you were an attendee, please share your best take-aways from this event.

The #MIRREN hashtag generated 429 tweets in a 24 hour period, 648,305 impressions, reaching an audience of 269,600 followers on Twitter. Click on the following link to review the report: HashTracking

Another article that may be of interest: The Future of Ad Agency Promotion at Events Through Social Media


Ad Agencies: Three Things a New Business Director Needs for Success

April 12, 2011

A significant paradigm shift has taken place that impacts how ad agencies acquire new business that effects the knowledge and skills new business directors need to make it happen.

“With over 50% of client relationships lasting less than two years and the average CMO tenure 27 months, the role of new business at our agencies is more important and a bigger focus than ever.”

Heather Witalisz, Training Director for Mirren Business Development, recently asked me, “what are the top three things a New Business Director must do to be successful?” As I reflected back on my answer I thought this would be a helpful topic to flesh out a bit more. So here are three things a new business director must do to be successful:

1. Digital and Social Media Savvy

The role of the agency new business director is becoming more complex. People who have done this job well in the past are finding it difficult to find success in this current climate.

According to a recent 4A’s and Arnold Worldwide survey, 90% of agency staff say they have to figure things out on their own due to the lack of training.

Unfortunately this bodes the same for many agency new business directors. You may have to create your on ‘continuing education program’ when it comes to digital. It’s important that you do, because it’s almost impossible to ‘sell it if you don’t understand it.’

Having a working knowledge of social media isn’t even an option any longer for an agency’s new business director. Social media is having a big impact on how agency’s promote themselves and how they are found online by their prospective client audiences.

Here are the ways social media is impacting agency new business:

  • A paradigm shift for how new business is acquired. According to a recent CMO survey, 80% of decision makers say they found the vendor, not the other way around.
  • SEO is now a critical part of new business strategy. According to Marketing Sherpa, 80-90% of business to business transactions begin with a search on the web.
  • An agency blog is a necessary component for marketing your agency. As necessary as it was for an agency to have a Website, it is now as relevant for them to have a blog. It becomes the gateway to the agency and puts a face to it.
  • The growth of new media mandates agencies participation. Social media is now mainstream, your agency’s credibility is suspect if it isn’t walking the walk, not just talking the talk.

2. Be Empowered to Lead New Business

There’s an old saying that cobbler’s children have no shoes. It refers to the fact that a busy cobbler will be so busy making shoes for his customers that he has no time to make some for his own children. If I had a dollar for every ad agency that has used that metaphor as their excuse for why they neglect their own new business program I could have retired long ago.

It’s time for agencies to give the cobbler’s children some new shoes!

How?

Empower your new business director. Give them the clout and resources to get what they need from the agency as if they are the primary contact person for your most important client. Their projects are not put on the back burner when the agency gets busy. Allow them the time, resources and realistic expectations to build a consistent new business pipeline.

3. Create a Narrower Niche and Appealing Position for Your Agency

The FOUNDATION of an ad agency’s new business program is its positioning. Creating the right positioning is a lot like fishing. A successful fisherman fishes for a specific fish, with a specific bait, the right equipment and he knows just where to fish. He has developed the expertise to land the real trophies.

“The common failing among agencies seeking new business is the inability, or unwillingness, to name what they stand for,” Bob Lundin, Agency search consultancy Jones Lundin Beals

Combining social media with your agency’s niche can become an appealing and powerful positioning. Here are a few examples:

  • Holland + Holland advertising, Birmingham, AL, through their blog She-conomy: A guys guide to marketing to women, has been invited to 3 national pitches in the past year as a result of their differentiating positioning. That had not happened before in their 25 year history.
  • The Littlefield ad agency, Tulsa, OK,  is carving out a niche through their The One Thing blog: The casino marketers guide to understanding gamers, written by the agency’s new business director, Kelly Fiddner.
  • MAX Advertising, Atlanta, GA, has created The Matte Pad, Marketing know how for the legal profession, written by its CEO, Tom Matte.

Agencies desperately need an expert/specialist in the mechanics of new client acquisition, someone who has the sole focus and capabilities to bring “life-giving” new business to the agency.


Why Ad Agencies Should Stop Obsessing Over Their Competitors

April 11, 2011


“You cannot discover new oceans unless you have the courage to step away from the shore” – Nobel Prize-winning author André Gide.

I recently read an insightful article on why the focus of a company’s (agency’s) business strategy should not be upon its competitors. The article was written by Gabor George Burt, internationally recognized expert on innovation, creativity and strategy development and the author of  the book, Slingshot.

Burt states, “In today’s marketplace, I would argue that doing something unprecedented is not just adventurous but imperative … eliminating competition by trying to beat it is dangerously shortsighted.”

Small to midsize ad agencies, for the most part, have been asleep at the wheel while our industry has been totally reshaped by The Great Recession, the transition from traditional marketing to digital and the rapid emergence of social media.

Burt provides a similar example of what happened to Kodak in 2003, when it was caught sleeping as the world transitioned from film to digital photography.

“The company severely misjudged the speed and impact of this transition and its lifestyle implications. As a result, Kodak’s core business, in which it was clearly dominating its competitors, was on a fast track to obsolescence.”

What were the consequences?

  • After 74 years, Kodak was delisted from the Dow Jones Industrial 30 Index of leading American companies in 2004. Kodak then embarked on a radical and painful restructuring to reestablish its relevance.
  • It had to cut 25,000 jobs.
  • It posted 8 consecutive quarters of losses through the end of 2006, with a single quarterly loss of as much as $1 billion in 2005.
  • Even though Kodak quickly became a leader in digital photography, it was not a sustainably profitable business.

Burt writes, “In simplified terms, the company’s core business shifted from being a monopoly to being a commodity in the blink of an eye, and it had to scramble to reinvent itself.”

Advice to Ad Agencies:

“…instead of trying to figure out how to beat competitors, smart strategy looks to change the rules of competition altogether.”

Difficult times can be a great time to separate your agency from the rest of the pack. In an economy where there are too many agencies that look, act and talk just the same now is the time to rethink long-held strategic assumptions inside your agency and challenge decades of conventional wisdom in our industry, and push to learn, grow, and innovate.

Here are some tips, to stimulate your thinking, on how to change the rules and break out of the pack:

  • Change breeds opportunity. Don’t play by the rules, unlevel the playing field and redefine the rules of the competition. Be the first to find new opportunities. “With the unveiling of the iPad,” Burt writes, “the company symbolically stepped away from the familiar confines of the PC era, leaving behind its own initial core business along with the competition.”
  • Don’t wait for other agencies to lead the way, be innovative. French novelist Marcel Proust said, “The real act of discovery consists not in finding new lands but in seeing with new eyes.”
  • Break out of your comfort zone. Agencies have been comfortable in the middle of the road. But today, as William C. Taylor says, “the middle of the road is the road to ruin. The only thing in the middle of the road are yellow lines and dead armadillos.”
  • Remember that training is critical to success. The larger agencies are now rising to meet the escalating demands for digital, most of them are now requiring that almost all of their employees develop digital skills.
  • Stimulate creativity for ad agency new business. A lot of small to midsize ad agencies have chosen to take shelter during the recession, but that strategy doesn’t provide any creative stimulation for ad agency new business. Perhaps the better strategy would be to dramatically shift your agency’s thinking, spur innovation and enthusiasm by setting some challenging new business goals.

Click on the following link to read Burt’s article,  Why You Should Stop Obsessing Over Your Competitors.

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Ad Agency Websites: An Important Tool for New Business

March 30, 2011

Research shows websites influence 97% of clients’ purchasing decisions.

Your agency’s website is your online brochure, the place to present credentials, capabilities and most importantly your agency’s creative work.  Not only is it the place prospects and clients go to learn more about your agency and its services, but it has a huge impact on their ultimate purchase decision.

For professional services firms, “74% of buyers report the service provider’s website holds at least “some influence” over their ultimate decision to buy services from the provider.” – Raintoday.com

An agency’s website provides the opportunity for your prospective clients to look under-the-hood, kick the tires and check out the upholstery on their own timetable.

With well-designed websites prospects should be able to:

  • Establish capabilities and professional credentials: through professional design, writing, and arrangement of content.
  • Establish that your agency is worthy of consideration: through an overview of your services, client list, biographies of staff, case studies that show how you’ve helped clients and a sampling of your creative work.
  • Establish your agency as an authority: through a clear point of differentiation and expertise, essential elements for creating an appeal and a necessity of winning new clients beyond your local market.

Your agency’s website is the place for:

  • Press releases – Announcements about new hires, new client acquisitions, awards and other agency news.
  • Current clients and work experience.
  • Staff profiles.
  • Highlight case studies, testimonials, advertising and marketing campaigns.
  • Resources such as articles, white papers, research findings and presentations.
  • Agency services. Provide a clear understanding of what services your agency provides.
  • Show casing your agency’s creative capabilities.
  • Job postings, staff recruitment highlighting your agency’s culture.
  • Highlight your agency’s associations such as with the 4As, MAGNET, TAAN or other agency affiliations.
  • Links to your agency’s social media platforms such as Facebook, LinkedIn and Twitter.
  • Facts about your agency. Provide a link to an easy to print, downloadable PDF Agency Fact Sheet on your agency.
  • A call-to-action. Provide a path to engagement for your visitors. Include information about first steps for a prospect, such as a brand or market audit.
  • Contact information. Make sure that prospects know who to contact for new business other than info@.

Remember also that usability is a critical success factor for websites. If yours isn’t easy to use it is a very poor reflection of your agency and prospects will simply leave it. Users are highly goal-driven on the Web. The ultimate failure of a website is to fail to provide the information users are looking for.

A final tip that I hope you find helpful: Businesses that blog get 55% more website traffic than those that don’t.

Additional articles that may be of interest:


Ad Agencies: 5 Solutions for Hiring, Training and Retention

March 29, 2011

“The average Starbucks barista gets more training than the average communications employee.” Andrew Bennett

According to a recent 4A’s and Arnold Worldwide Survey:

90% of agency staff say they have to figure things out on their own due to the lack of training and 50% of talent in the marketing and communications industry feel undertrained and with no definable career path.

The survey found that agencies are losing employees because they see little career pathing, feel they’re learning on the job and find new employers that invest more in training.

Andrew Bennett, Global CEO of Arnold Worldwide, further reports on this landmark 4A’s study on hiring, development and retention at the 4As Transformation 2011 conference:

The Problem – according to the recent 4A’s and Arnold survey on hiring, development and retention of agency executives:

  • 30% of the collective agency workforce will be gone within 12 months
  • 70% of employees would call a recruiter back if one reached out to them
  • 96% of employees surveyed said they feel they could easily get a job, in part because of the improving economy
  • 37% expect to stay one to five more years in the industry, 66% plan on staying more than five years in the business
  • 90% of employees said they learned by figuring out problems on their own. Conversely, 25% of execs said employees figured out their own issues

The Solution  - Benett’s 5 solutions to turn employee attitudes around:

  1. Invest in talent in the early stages, such as schools
  2. Promote cross training
  3. Introduce new incentives, such as education financing or sabbaticals
  4. Fix performance management
  5. Engage employees in the career conversation

Additional articles that may be of interest:


Study: Ad Agencies Not Doing a Good Job of Training or Retaining Employees

March 9, 2011

Ad agencies are doing a poor job of nurturing their employees and instilling a sense of loyalty to their shops and that’s bad news for new business.

According to a recent 4A’s and Arnold Worldwide Survey: Seven in 10 of those surveyed would return a call to a recruiter, three in 10 of the employee ranks will no longer work for that agency within a year, and nearly all believe there are few obstacles to finding a new job because of the improving economy.

The survey found that agencies lose employees because they see little career pathing, feel they’re learning on the job and find new employers that invest more in training.

Agencies should know that training is critical to their success. The larger agencies are now rising to meet the escalating demands for digital, most of them are now requiring that almost all of their employees develop digital skills. According to a recent Wall Street Journal article,  the bigger agencies are spending roughly $750,000 to $1.5 million on digital training programs this year.

The following are some highlights of the information shared at a recent 4A’s conference, ‘Transforming Talent Management’.

“Transformation in our industry continues at an accelerated pace. Time now for the dialogue to shift from why and what change is needed to how we collectively work on integrating ideas to make it happen.” – 4A’s, Transformation 2011

The Problem – A recent 4A’s and Arnold survey on hiring, development and retention of agency executives:

  • 30% of the collective agency workforce will be gone within 12 months
  • 70% of employees would call a recruiter back if one reached out to them
  • 96% of employees surveyed said they feel they could easily get a job, in part because of the improving economy
  • 37% expect to stay one to five more years in the industry, 66% plan on staying more than five years in the business
  • 90% of employees said they learned by figuring out problems on their own. Conversely, 25% of execs said employees figured out their own issues

The cost of replacing an exiting employee is high. Experts estimate it costs 29% to 46% of an employee’s annual salary to replace a departing worker.

Andrew Bennett, Global CEO of Arnold Worldwide, further reports on this landmark 4A’s study on hiring, development and retention.  Here are some of the top quotes from his presentation:

  • “We say ‘Talent is our number one asset,’ but you look more into it and you look at how managers are, revenue is more important.”
  • “We’re not taking our own advice. We don’t have time to market ourselves, to care about our talent.”
  • “The average Starbucks barista gets more training than the average communications employee.”
  • “It’s an incredibly attractive industry, we’re just not leveraging and leaning into that. We’re not doing a very good job marketing to our people.”

Miles Nadal, Chairman and CEO, MDC Partners: “I am the Chief Talent Officer.  As CEO, I’m in charge of talent … talent is the single most important thing that I do. We spent $25 million on new talent last year and I was involved in 95% of those hires.”

The Solution  - Benett’s 5 solutions to turn employee attitudes around:

  1. Invest in talent in the early stages, such as schools
  2. Promote cross training
  3. Introduce new incentives, such as education financing or sabbaticals
  4. Fix performance management
  5. Engage employees in the career conversation

The small agency is the incubator for the advertising industry’s talent pool and always will be. Small agencies have the culture, access to opportunity and teaching environment that is prime for growing talent. Sure, small agencies lose some candidates along the way, but they also retain a lot and — best of all — you put yourself into a position where you are always growing. - Anthony Del Monte, Squeaky Wheel Media, New York

Click on the following links to read the entire Ad Age article, “Left to Fend for Themselves, Employees Feel No Loyalty to Agencies”

The 4A’s is the national trade association of the advertising agency business. It represents more than 1,100 member agency offices in the US that employ over 65,000 people, offer a wide range of marketing communications services, and place 80% of all national advertising.

The management-oriented association helps its members build their businesses, and acts as the industry’s spokesman with government, media, and the public sector.

For more information visit their Web site at www.aaaa.org, or follow on Twitter @4As.

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