Blair wants creative firms to quit viewing in-house resources as the enemy and demonstrates how the arrangements between the two can be mutually beneficial.

David and Blair each share a list of things that they wish agency principals would do more of to take their firms to the next level of success.

Blair and David work on clarifying things by coming up with only six reasons why businesses hire creative firms.

Blair and David share the places they find good ideas that they turn into content, the best of which end up being incorporated into their services.

David finds Blair's thoughts fascinating on how far agencies should service or pursue clients geographically, and whether or not the location of a firm should be a factor.

David gives Blair four practical reasons for sales people to hand off new business to the account person before the deal is closed instead of after.

David gets into Blair's head to get his 10 basic negotiating tips that he has worked with clients on over the years.

After having discussed positioning in multiple previous episodes, David puts together in this one episode the seven most common mistakes firms make when positioning themselves.

David asks Blair about using "after action reviews" following sales calls, and the two key questions that should be asked as a part of that debriefing process.

Blair asks David to make some predictions about the new year, and then they discuss some ways that businesses can prepare for and react to (God forbid) an economic downturn.

Blair describes to David how he was able to distill his Win Without Pitching approach into a simple formula: P=db/D.

After touching on the topic of risk in many other episodes of this podcast, David and Blair finally take a full episode to discuss at length the role of risk in entrepreneurship.

Blair gets David to admit that he was kind of wrong about open book management being just a fad when he originally wrote about it almost two decades ago, and David offers ways that it can actually improve relationships with both employees and clients when used appropriately.

Blair and David analyze and then look beyond the requests for reassurance potential clients make during the late stage of a sale to address their underlying motivations.

David disagrees with Blair's model for growing existing accounts in the post-AOR era, and then offers his list of 6 ideas on the topic.

Blair remembers what it was like when he was an account person himself, and David shares five ways firms can treat their account people better.

Blair offers seven mindsets that any seller of expertise needs to master so that they can behave like the expert in the sales cycle.

David and Blair take turns asking each other questions about what they each would do differently if they were going to start a new firm today based on what they know now.