I promise I won’t waste anyone’s time talking about how bad the market is. We all know it’s a tough year ahead. The difference is that “tough” in no way must equate to “bad.” Let’s talk about how we as challenger agencies can do more than survive. Let’s talk about how this economic crisis becomes the pivotal opportunity that will enable us to accelerate our growth, to get in front of the clients we want to work with and show a new agency model — a better experience and simply better results. Forget survive. Let’s talk thrive.
At our agency, there are several principles that we embrace — that every challenger agency should embrace — in order to turn this proverbial lemon in to sweet, sweet lemonade:
Be better suited to create big ideas. Many of us are faced regularly with the challenge that some of the larger clients look to the larger agencies because of a perception that to get big ideas you need to go to a big agency. And, hey, the big agencies have done a good job building their own brands in this sense, so kudos to Mr. Burnett, Mr. Ogilvy and Mr. Bernbach. But last I checked the big boys don’t have a monopoly on big ideas (Apple started in a garage in Cupertino, didn’t it?). My opinion is simply that the challenger agency is better suited to create game-changing, business building ideas for our clients and more effectively execute them across the appropriate media. The big boys with 2,000 people in the New York office find it very difficult to focus on a client’s core problem, solve it and execute across traditional, direct and interactive media (probably because the digital guys are in a different building and have a separate P&L). I know, I’ve been there; I spent the first 12 years of my career working for them. In our agency, the term “integrated” actually means that we surround the client’s objective with smart people from each discipline. I’m sure you do the same. After all, it’s your size that enables this approach and that it is very much aimed at gaining a better result for your client.
And don’t be afraid to let prospects know this when you’re up-against the big boys; throw a few grenades in your pitch (in your most charming way). Clients need to know that the old “nobody ever got fired for hiring (insert big agency name here)” just doesn’t apply anymore. In fact, if you look at the average CMO tenure these days, I’d argue that some have been!
Don’t hide your creative people. Again, the big boys like to send suits to take the brief and keep the creative teams locked up at the agency. It’s simply an antiquated approach. If you’re anything like Gyro, you hire creatives that are as strategically savvy and presentable as any account person. So here’s the plain truth (coming from an account guy at heart): Clients love working directly with good creative people! Our approach is that client engagements are lead by a joint team of a senior account person and a creative director. Clients love it. It’s a much more collaborative relationship when the agency team walks in the door and can start to riff ideas with the client on the spot. This is the kind of nimble approach clients these days are craving.
Offer skin in the game. I’m sorry to say but when your client is bleeding red and you walk in with Forrester reports and case studies as to why they should not reduce spending, they’re thinking about kicking you somewhere sensitive. It’s actually a bit rude on our part. That said, if we can sit there eye to eye with our clients, understand the stress and risk they’re personally facing, and counsel them to take a risk by spending on an initiative that may otherwise have been cut by sharing some of that risk? Now that’s something different. Propose a break-even cost for you with bonus for success. Work with your media partners and suppliers to do the same. This, my friends, will increase the chances of them saying yes and will form relationships with long-lasting strength.
Share the hatred. If your clients are invested in their brand, they have an arch enemy — a nemesis maybe — that is the focus of their toil. Every brand has one: Microsoft has Apple; American Express has Visa; The Eagles have the Giants (I’m a Philly boy at heart!). If we can show them sincerely that we want nothing else but to help them kick their competitor while he’s down, a bond will form. More importantly, show that you have the process and the tools to help identify weaknesses in their competitor’s defenses and put together aggressive programs that enable your clients to prosper from them. Relevant consumer insights are as important as ever but ensuring that you help your client “know thine enemy” takes the top spot in this market. Set a common goal. Helping them steal even the smallest share percentage will not only bring confidence to spend more but will weave you into the fabric and the heart of that client. This has been a huge element behind our growth here at Gyro.
All in all, it’s business as usual for us challenger agencies. These are the things we do in good times, as well as bad, to show our clients that there is a better way. As we would tell our clients, from crisis comes innovation and change. Let’s give them a taste of our sweet, refreshing lemonade.
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Milan Martin, exec VP-general manager, Gyro International, New York.
It’s astoundingthe number of ad agencies who have no new business mechanism in place on their websites or in their culture.Hundreds of little things can add up to big differences when it comes to developing new business.Here are 3.The first 2 are easy.
First:if your agency is serious about new business, client development and retention, put the president’s name and email readily clickable and easy to find.This communicates that when they hire you (or more importantly if there’s a problem) your clients get the top tiers of your company.Transparency.Access.Top level talent without the layers.These are in the DNA of sm/md sized agencies and a big reason why clients hire smaller shops.So put your people front and center–have a dialogue with your prospects.
Second:You’re communication experts, right?Communication is a 2 way street.Who am I communicating with if I’m communicating with info@?Info@youragency as a means for potential clients to contact your shop shows no commitment what so ever to those clients.Who wants to do business with no one?Info@ instantly adds a layer–and a faceless layer, at that, to that prospect’s impression of your shop.Maybe, you’re thinking “But we’ve never gotten a single job from our website.We get clients based on our work and who we know.”If it’s not helping you it may be hurting you.Get rid of it.
Third:if it’s everyone’s job to get new business than it’s really no one’s job.(Start up shops are a little different in that all players should be networking and meeting potential new clients.It’s vital for your survival in that first year.) Put someone in charge of new business development.Involve the president and management team.Develop them. Hold them accountable.Make sure they’re supported.They could be the best sales person in the world, but if what they’re putting out doesn’t match your agency culture, you’ll have a tough time converting those prospects to clients.No matter how good the work is.
Philippe Petit is a master of the positioning statement.He does USP (unique selling proposition) like no one I’ve ever seen.In the film Man on Wire, Philippe shuns the traditional definition of what he does (tightrope walker) and creates a space in your mind that is utterly unique. (I’m not going to be a spoiler by stating it here, rent the DVD and see for yourself.)
Yes, Philippe is an artist but he’s more than that.And his view of himself and what he does is sharply focused and narrow yet incredibly expansive.It fires the imagination.And the people who witness him in action are moved to the same conclusions about him that he has of himself.That’s positioning.
In The 22 Immutable Laws of Marketing Al Ries and jack Trout state “If you can’t be first in a category, set up a new category you can be first in”.Philippe Petit does that brilliantly and so can you if you look beyond the products you represent.
Philippe defies categorization. He occupies a completely distinct place in his audiences’ perception.He challenges anyone who labels him as a circus performer or mere high wire act.And in so doing, occupies this ethereal space that is completely his.It’s brilliant.And a lesson we can all apply to our businesses in 2009.
To begin with, Philippe is careful to use a common understanding (or misunderstanding) of what he does to help you get your head around who he is.“Tightrope walkers had their start in the circus and side shows around the world.They are acrobats and contortionists, daredevils and entertainers”.He helps you get to his space by using your initial cultural understanding of what he does.Then he quickly expands that notion and demonstrates how he’s the only one who does what he does.And his position is not only believable; it’s proven in the movie.
Philippe’s view of himself is a philosophy we can adopt when defining ourselves and our businesses.How unique to be able to say, I’m the only one who does what I do.Work on creating a space in the minds of your customers—one that only you can occupy.Talk about a positioning statement.Sure it’s harder to give that 10 second elevator answer.But a yawp when balanced on a tightrope 1000 feet up just may be more intriguing.Think about it.
Dig deeper to define yourself beyond conventional terms .When positioning your company ask yourself: What can my brand represent to my clients, partners and peers that goes beyond just what we do or sell?What emotion or intangible does our brand represent?Defining your company beyond just your products and services is positioning.Rolex, for example is not just a luxury watch, it’s a symbol of achievement.*
As part of your strategic planning for your company in 2009, think about how your company defies categorization.What space can you claim that is uniquely yours?And own that space.
The Hitch agency roster is beginning to read like a who’s who in the small to mid sized agency world. There were over 1000 hits on Hitch’s website since the agency questionnaire went live on the website last week. (And that doesn’t count my mother’s ip address). *update: questionnaire has been removed, please contact us to introduce your agency.
If your agency’s not registered, introduce yourself. Let us know who you are.
As budgets tighten mid sized marketers will win more new business pitches than ever before. AOR is becoming a thing of the past. Clients are doing more and more project work. As big agency talent gets pastured or flee the major ad conglomerates, top-notch talent is available in great smaller shops without all the layers.
Thanks to those of you who’ve introduced your agency to Hitch. We’re looking forward to getting to know you.
Milan Martin
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