Lofty pronouncements, self-promotion, occasional nuggets

  • When doing the ‘right’ things makes you a ‘busy fool’

    If you’re trying your damnedest and still not winning enough, transforming your approach doesn’t have to take ages or cost the earth.

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  • Agency not growing? Please, no more excuses

    Two recent presentations made me realise just how far new-business standards have slipped, despite fresh thinking being within easy reach.

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  • Solving the Agency Confidence Crisis

    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.

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  • Growth Lessons from Agency Mergers & Acquisitions

    Given that agency M&As often fail to deliver, would remembering some basic principles make success more likely?

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  • Bespoke New-Business – small changes, big difference

    A recent workshop for agency CEOs – designed to challenge the traditional routes to market and remind people that clients ultimately buy expertise.

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  • The hidden cost of agency indecision

    Despite struggling to stand-out, why do so few agencies realise that poor qualification is tantamount to having no strategy at all?

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  • Finding your voice in a sea of sameness

    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?

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  • Why giving agencies hell reduces risk for clients

    If brands are going to innovate and win back consumer trust, then marketers need to call their agencies to account.

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  • Whose job is agency strategy anyway?

    Even with a strong vision in place, if the CEO isn’t leading the agency strategy, you need to make sure the blind aren’t leading the blind.

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  • Keep it complex, stupid – how oversimplification harms New-Business

    A great CEO makes the complex simple. But oversimplifying new-business often leaves agencies treating the symptom not the cause.

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  • Five ideas to improve your New-Business in 2017

    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.

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  • Choosing the right New-Business model

    Losing at new-business is no fun, but few people appreciate how much having the right model can help you sustain success.

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  • Why is it so bloody hard to find to find the right new-business person?

    New-business hires often promise much and change little – is snow-blindness around job specs holding you back?

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  • Are we actually ready for a new agency model?

    Beyond the Management Consultancy-inspired hype, is a new dawn approaching for agency propositions …and would we be ready to capitalise?

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  • Why don’t agencies make hay when the New-Business sun shines?

    Even if you can’t sustain your commitment to new-business, why do agencies only renew their focus at the worst time?

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  • Mind the gap – is your New-Business model letting you down?

    Vision and strategy? Check. Tactical new-business plan? Check? So why aren’t you winning often enough?

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  • How saying ‘no’ can get you to ‘yes’

    The cliché is that ‘no’ is the most important word in New-Business. So why don’t agencies have the confidence to say it?

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  • Don’t throw out the baby with the Newbiz bathwater

    It’s tempting to hit the panic button if you’re not winning enough. But there is a quicker, cheaper and more productive route.

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  • Is ‘best practice’ stunting your growth?

    If new-business is when you most need to stand out, then why do we all aspire to the same techniques?

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  • Do women have the edge on empathy in New-Business?

    A recent article asked where all the male new-business people were. I took it as lighthearted, but is there something in this?

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  • Clients demand expertise, so why don’t we offer it?

    Scattershot new-business hurts agencies, but if demonstrating genuine expertise is the antidote, why is that so hard to do?

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  • Who owns your agency’s Customer Experience?

    To stand out, agencies need to define their own Customer Experience – and it’s new-business who can lead the way.

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  • Improving your odds in the great New-Business gamble

    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?

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