The decline in the perceived value of advertising agencies can be closely correlated with their increasing propensity to dutifully fulfill “scopes of work” rather than proactively solve client problems. An unfortunate number of firms have forgotten that the role of the professional is to probe, question, and diagnose, not simply to provide services …
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Who is the worst person to do the pricing in your firm? Many times it’s the CEO. It’s often the top people in the organization who are the most willing to discount fees and meet the demands of professional buyers…
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It’s a curious fact that advertising agencies don’t know much about selling — at least when it comes to selling their own brand. Even though agency professionals show good sense (and sometimes sheer brilliance) when crafting messaging strategies for their clients, this is rarely applied to how they market themselves…
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When sitting face to face with the buyers of your services, remember you’re not just selling the value of the work you create. The value your firm brings to the table is deep and multifaceted. But don’t count on your client to point them out for you.
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When we walk into a store to purchase a product in a category in which we have no prior experience, how do we make our choice? Mostly, we depend on value signals. The same dynamics apply to evaluating and selecting professional services.
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Since every agency on the planet is now apparently in the business of “brand storytelling,” perhaps it’s time for agencies to spend some time making their own stories more interesting and compelling. Storytelling has catapulted onto the business stage because we’ve learned that stories are inherently more interesting to people than bullet-point lists of facts that populate so many agency websites.