Blair and David consider the hundreds of firms they have each worked with over the years to identify the characteristics of highest performing firms and what they have seen agency principals do to succeed.
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Blair shares some new data (at the time he and David recorded this discussion in January of 2016) that points to the one variable that can predict the likelihood of a prospect hiring your firm.
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David wants to know if Blair thinks it's harder for creative firms to find great prospective clients, or great employees, as they unpack how to attract the right candidates using a “lead generation” plan.
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Blair is in the spotlight discussing some bad practices driven by assumptions he's seen his clients make over the past couple decades, a few of which are new to David.
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Blair interviews David about six employee archetypes which can end up being big hiring mistakes for creative firms.
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Blair has another podcast therapy session about “good clients vs. bad clients,” as David tries to help him see procurement people as actual human beings who sometimes are just overwhelmed.
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Blair has an aversion to the topic of personal branding, so David offers examples of why, when, and how the personal brands he’s seen principals develop can be either helpful or harmful for their firms.
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Blair and David explore the differences they see between consultants and agencies in an effort to understand how the landscape is changing and what creative firms can do to beat consultants at their own game.
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David admits to making a mistake, as Blair finishes his discussion from a couple episodes back on the eighth pricing model, which he claims “is the highest expression of entrepreneurship there is.”
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David and Blair address the obsession that many principals have with the size of firms, and the advantages of being either big or small.
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Blair is struck by how creative businesses have trouble applying their creativity to their revenue models, so he and David discuss some of the best ways firms can get paid.
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David and Blair each share their own perspectives on how chasing comfort has kept them and their clients making the right decisions in both management and sales situations.
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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.
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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.
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Blair and David work on clarifying things by coming up with only six reasons why businesses hire creative firms.
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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.
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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.
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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.
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