David and Blair discuss what the four performance bands are, eleven critical factors that keep firms stuck at the lower performance bands, and what firms can do to move into a higher band.
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David is in a cynical mood and takes turns with Blair sharing clichés they hear their clients use to describe their business.
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Blair stops to think about what "agency" actually means, and if it's the right term to describe firms in the creative services space.
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David lists eight truths about money that he's identified in his efforts to help entrepreneurs make better business decisions.
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Blair addresses the internal struggle for margin that happens in many firms between delivery teams and business development teams due to their lack of distinction between cost and price.
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David wants entrepreneurs to live with tension in various aspects of their business, using it to their advantage in making important decisions instead of just worrying about resolving the tension itself.
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Blair offers some ways to help prevent over-excited new business people and principals from giving away the shop and appearing unprofessional.
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David draws a picture for Blair about the implications of this statement he hears almost all of his clients and prospects say about being able to close new business.
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Blair shares the tradeoffs creative firms have to deal with when pursuing firms of a particular size, and David gets Blair riled up again about procurement.
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As agencies are trading their big city offices for working at home during the pandemic, Blair wants to know if David thinks he should get into real estate.
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David thinks firms have too many meetings and offers some solutions, and Blair pushes back.
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David torches Blair's highfalutin notions of timekeeping and offers four instances when timekeeping can actually be used without polluting your pricing.
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David articulates five fears that tend to shape management style and impact decisions principals make for their firms.
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In part two of their specialization coversation, David and Blair address six arguments they have heard from certain clients who toyed with the idea of broader positioning for their firms.
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David and Blair have experienced a backlash against experts, expertise, and specialization thanks to David Epstein's book, and they disagree on whether or not it's worth reading.
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Blair and David discuss three tiers of inbound and outbound marketing that firms should be using for new business development.
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David and Blair address a listener request to go over the challenges that principals often go through once they decide to reposition their firm.
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Blair wonders if he's made an error in his efforts to prevent agencies from going into presentation mode during the sales process.
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