One characteristic of our industry is disappearing moats. After a brief overview of the fourteen moats we've lost from 1965 to today, we'll look at what turf we really have left to defend and what the future will look like if we get this right. It'll be very different, and you'd better get ahead of it.

What do we do in those situations where we have to pitch? Blair simplifies some important principles from his books into a sequence of four precepts we can follow when the sales process doesn’t progress like we’d hoped.

If/when you sell your firm, it’ll likely be the largest transaction of your life, and so it makes sense to understand it! In this episode David gives a crash course in everything earnouts.

Blair recognizes growth opportunities in every area of life and business, yet sees many people chasing metrics while unknowingly resisting genuine progress for various reasons.

David recognizes that the fear of repeating ourselves in our client work is motivated by the right things: “am I delivering value?”

Blair tells the story of recreation.gov and how its performance pay deal has been nothing but wins for every party involved, with plenty of lessons for buyers and sellers of all kinds of services.

David provides a framework for one of the most important conversations in a creative agency principal’s life.

Instead of railing against AI-generated spam, Blair decides to "get in on the action" with his brand new SpamHack AI Growth System™️ in this spoof episode.

David recognizes more than a few parallels between his passion for motorcycle racing and the work being done in creative and marketing agencies.

Instead of just relying on the talent of individual sales people, Blair recommends creative agencies identify and invest in six elements as a part of their organization’s long-term sales system.

David finds the courage to address a topic he’s been putting off for awhile, as he is seeing more agency principals struggling to maintain both healthy and productive work environments by leading the ongoing process of resolving tensions within their teams.

Instead of beginning the relationship with a prospective client by presenting a deck on why your agency is so amazing and should be invited to pitch, Blair encourages us to have the “Probative Conversation” from his Four Conversations sales model.

When it comes to positioning, David is still seeing creative firms failing to answer three essential questions in the proper sequence: category, specialization, and then secondary differentiators (or qualifying characteristics).

Blair sees high price anchors everywhere—from buying a suit to ordering a burger. So what factors should creative firms keep in mind as they use anchoring in selling their service options? And when is the best time to present the anchor option within the sales conversation?

Following up on the recent episode on whether you should be considering that offer to sell your firm, David provides four questions to get answered, two documents to sign, and a short list of materials that can help you take the lead in early conversations with a buyer.

The more unexpected the metaphor, the more information it carries. Blair has four less-obvious metaphors to give you access to entire playbooks in just four words when selling your expertise.

Ignoring any unexpected offers to buy your business that might come your way is not in your best interest. But neither is dating all opportunities in desperation. David has four things principals should consider, whether or not you are actively looking to sell your firm.

Your clients are far more likely to talk to each other when you have vertical positioning. Blair has observed both good and bad things arising from this.