Below is a guest post from Mallika Goel (@mallikagoel), marketing copywriter at WorkflowMax.
From the wayward creative to full-blown agencies, nothing brews more feelings of contempt than the thought of creative pitching. But just like meetings, pitching is a necessary evil. Agencies need to win new business to survive and hence need to communicate, in some form or another, how they will add value to a project.
How can you manage the irrational fear and loathing of pitching? We share some tips that you can use to own the creative pitch every time.Read More
This post is part of the Insider Series, which is designed to feature professionals in our industry, offer business insight and discover new paths in the agency world.
Michael Gass (@michaelgass) is a business development consultant, speaker and author. His company, Fuel Lines, provides business development resources, training and consulting services to advertising, digital, media and PR agencies.
In this Insider Series, he discusses new business challenges, trends and strategies. Join him at the Fuel Lines New Business Conference on Oct. 9, 2015 in Nashville.Read More
Below is a guest post from Jeremy Durant (@BopDesignSD), business principal at Bop Design, a B2B content marketing agency and web design firm based in San Diego, CA, with locations in Orange County and Los Angeles. Jeremy creates successful web design and content marketing strategies for B2B firms.
Although widely accepted as the future, content marketing can often be a hard sell, particularly to the C-Suite. For many firms and agencies, the process of selling content marketing doesn’t stop at the signing of a contract, but actually continues throughout the life of the content marketing project.
As content marketers, we know a content strategy takes time and does not always have immediate results like pay-per-click ads. While clients may understand this at the onset of a content marketing project, they can start to get restless (possibly from their managers who are demanding results) as a project matures. In my experience working on B2B content marketing strategies, I’ve discovered four major things that are essential to retaining clients and ensuring a digital strategy is successful.Read More
This is a guest post from Matt Cronin, founding partner at House of Kaizen. Matt is a digital performance marketing and brand management pioneer who’s developed digital strategies for the likes of Tiffany & Co. and JPMorgan Chase.
Successful marketing professionals come from all walks of life, and in many cases, the more varied the background, the more successful the marketer. After all, marketing is all about conveying messages that resonate with a wide array of audiences.
In my experience, there’s one particular background that meshes surprisingly well with the marketing world: those who have worked in the hospitality industry.
While studying marketing communications in college, I worked at a few restaurants that had demanding clienteles, and even more demanding chefs and proprietors. I didn’t realize it then, but those late nights and long hours prepared me for advertising and the task of starting my own agency. My business partner spent years in management with a global hotel organization before moving into marketing.
Next time you’re flipping through résumés, don’t ignore candidates who flip burgers and work front desks. Those folks just may be your best candidates.Read More
“The future belongs to dynamic agencies with more efficient management systems, integrated services, versatile talent, value-based pricing models, a love for data, and a commitment to producing measurable results.” — The Marketing Performance Blueprint
Pricing can have a positive impact on productivity, accountability, client performance, agency growth and profits. Yet, many agencies still rely on billable hours as the key component to their pricing strategies. This wrongly ties agency performance to outputs, instead of outcomes, and lacks the transparency clients demand.
There is an opportunity for agencies to shift to value-based pricing models that focus on client needs and goals—rather than how long it takes to complete an activity. Without hourly quotas looming over their heads, employees are empowered to focus on results and value creation. And clients aren’t left asking how their money was spent.Read More
To envision, pitch, win, produce, deliver, measure and bill a campaign takes a tremendous amount of teamwork—both inside the agency and with partners and clients.
Such collaboration involves moving a lot of data around to a lot of different people. Creative briefs, proposals, mock-ups, proofs, budgets, invoices, creative output, market and research data, and financials: the list is endless.Read More
This a guest post from Drew McLellan, a veteran of the advertising industry for nearly 30 years.
Events such as the CLIO Awards, the Cannes Lions and The One Showare opportunities for creative agencies to receive recognition for themselves and their clients—not to mention a chance to glam it up and have a party.
Yet agency leaders are often reluctant to enter these competitions. They mistakenly view the process as a distraction at best, and a waste of time and resources at worst. Creatives are usually the ones driving award initiatives, trying to convince their bosses that submitting their work isn’t just about their own ego.
The truth is that awards are more than fancy, feel-good paperweights; they’re actually good for the bottom line. Here’s why.Read More
Have you ever stopped to wonder what would happen if you had to step away from your agency for three months unexpectedly?
For some, I’m sure this brings images of the apocalypse. Perhaps you’re the agency owner who has your hands in everything from operations to sales to account management, or maybe you’re an account manager who prides yourself in your ability to tackle all client requests and projects singlehandedly.
And while some may view this irreplaceability as a badge of honor, the reality is that it’s often a sign that they’re failing to fulfill their most important role: leading.
The best leaders make themselves redundant. Here’s why.Read More
When outlining your agency’s mission, vision and values, it’s easy to employ a top-down approach. Executives or other key stakeholders often define them items based on their own perceptions or desires, and then force-feed them to the rest of the team.
Yet, this usually results in statements that don’t truly define the organization or aren’t adhered to in real life by employees. This is often because they lack buy in or miss critical aspects of the company that only those on the frontlines are privy to.
Before you embark on a company rebranding, culture code deck or other grand-vision piece, I recommend following the Zappos approach. Audit your current employees and build their feedback into the final product. After all—we all want to create positive and fulfilling careers for our people, right? This starts with knowing what makes them tick, and what keeps them happy and engaged.Read More
A profitable agency is an efficient agency. As a service-based business, the speed at which high-quality work gets done and approved by the client has a significant impact on your overall profitably.
Regardless if your agency’s pricing model is billable hours or value-based, time tracking should be an essential element to your project management process.
Armed with timesheet reports, you’ll have access to the data required to effectively evaluate your agency’s profitability across the following three key pillars.Read More