Every few years we’re told that we need to move on from using email newsletters as a part of our marketing platform. And David says that advice has always been wrong.
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David provides some clear examples of what is required for a firm to be successful at offering one service for many different verticals.
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Given these uncertain economic times we are in right now, Blair is asking if some creative firms might need to rethink the market they serve, looking at whether their positioning might be too broad, too narrow, or just wrong.
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David shares his decision-making framework that will help agency principals make better decisions during chaotic times like these.
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Pricing is a prison cell of our own making. And it’s cultural. Blair has come up with a series of prompts as a creative exercise to help us all move into a realm of higher pricing.
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David wants agency principals to develop new business plans which delivers more new leads with less labor so their organizations can have more controllable growth, as well as increasing their likelihood for a successful exit when that time comes.
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Blair thinks too many design firms and other service providers are trying too hard to raise prices by presenting themselves as more “strategic.” Both he and David see these agencies losing more and more work to competitors moving to off-shore teams and AI centered services.
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David definitely doesn’t want anyone to be like tech bros, but he has recognized a few things creative agencies might be able to learn from them.
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Blair has five steps creative agency leaders can take to turn their account managers, project managers, developers, engineers, and advisors into a source of instant scale to their sales efforts.
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Whether you call yourself an advisor or consultant (or not), David has seven core ethical principles that should govern advisory work.
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The fact that sales people tend to talk too much is nothing new, but Blair has observed in recent client work just how profound of an effect this pervasive problem has on sales outcomes.
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When it comes to qualifications for ideal clients, David doesn’t hear anyone talking about how agencies can benefit when the person across the table is someone who presses boundaries and ethically skirts the rules within their own organization.
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As Blair is finishing his new book that drops later this year, he comes to the realization that pretty much everything he does comes down to the fundamental issue that experts think they need to show up as a different person during the sale: pitching, persuading, and convincing instead of as the leader their prospective clients need them to be.
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While discussing eight ways creative firms can do pro bono work better based on an article David wrote recently, both he and Blair discover a couple new profound insights together.
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Blair recognizes how a Confucius quote is really bad business advice, but is still moved by how a highly principled creative firm in New Zealand continues to thrive by prioritizing their creative practices and client fit over new business strategy.
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David frequently gets hired to help resolve issues at firms between multiple principles when it comes to who does what and how much each should get paid, so he’s come up with a 7-point framework he can use in each unique scenario.
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David interviews Blair about his recent article in which he takes a lesson from investing with compound interest to understand the increasing returns we can receive from our relentless pursuit of knowledge over time.
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David looks at the current data and weighs all the pros and cons of continuing to have staff who work from home in our post-pandemic economy, which makes Blair wonder if he would even survive if he was starting out in his profession today.
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