Naturally, I’d argue that agencies are doomed if they try to refine their proposition without me. But sadly this isn’t true, as this interview with Friday CEO – and non-Co:definery client – Alex Wright proves.
Why a lack of perspective can hamper CEOs and Founders when they’re making the most business-critical decision of all.
If your pipeline’s empty and you’re not sure how best to find leads, your options might not be as black and white as you think.
If you’re trying your damnedest and still not winning enough, transforming your approach doesn’t have to take ages or cost the earth.
Two recent presentations made me realise just how far new-business standards have slipped, despite fresh thinking being within easy reach.
Adland is quite an angsty place right now, so with a prevailing theme of building confidence, the 2017 IPA Growth Conference will hopefully fill agencies’ sails once again.
Given that agency M&As often fail to deliver, would remembering some basic principles make success more likely?
A recent workshop for agency CEOs – designed to challenge the traditional routes to market and remind people that clients ultimately buy expertise.
Despite struggling to stand-out, why do so few agencies realise that poor qualification is tantamount to having no strategy at all?
Nothing kills new-business like a poor proposition. But if most agencies know this, then why do we surround clients with generic crap – especially as it’s so easy to fix?
If brands are going to innovate and win back consumer trust, then marketers need to call their agencies to account.
The growth strategy for many agencies is heavy on aspiration and light on substance. And people rarely call it out, so it’s often the blind leading the blind. But a little definition and ownership goes a long way.
A great CEO makes the complex simple. But oversimplifying new-business often leaves agencies treating the symptom not the cause.
Headspace is always in short supply, particularly when it comes to ramping up growth. So here are some ideas for real change, in double quick time.
Losing at new-business is no fun, but few people appreciate how much having the right model can help you sustain success.
New-business hires often promise much and change little – is snow-blindness around job specs holding you back?
Beyond the Management Consultancy-inspired hype, is a new dawn approaching for agency propositions …and would we be ready to capitalise?
Even if you can’t sustain your commitment to new-business, why do agencies only renew their focus at the worst time?
Vision and strategy? Check. Tactical new-business plan? Check? So why aren’t you winning often enough?
The cliché is that ‘no’ is the most important word in New-Business. So why don’t agencies have the confidence to say it?
It’s tempting to hit the panic button if you’re not winning enough. But there is a quicker, cheaper and more productive route.
If new-business is when you most need to stand out, then why do we all aspire to the same techniques?
A recent article asked where all the male new-business people were. I took it as lighthearted, but is there something in this?
Scattershot new-business hurts agencies, but if demonstrating genuine expertise is the antidote, why is that so hard to do?
To stand out, agencies need to define their own Customer Experience – and it’s new-business who can lead the way.
I recently explored why it’s so hard to hire the right new-business person. It seemed to hit a nerve – it’s clearly a tricky task, loaded with risk. So how can CEOs improve their chances?