Tag: DUMRA

marketing Professional in I.C. Colony

ABOUT FIELD MARKETING

WHAT IS FIELD MARKETING? Field marketing and marketing Professional in I.C. Colony is becoming more popular for companies in various industries. From food and beverage to consumer goods. It’s a tool that can be used to showcase latest products or services in a face to face environment with consumers. Furthermore companies recognise the importance of having brand ambassadors and reps on the ‘front line’ introducing the public to new innovations or delicious treats. This is done in the ‘field’; around shopping centers and in retail hot spots, expos and events, university campus’ and sport stadiums to name a few. Most campaign activities focus on customer facing roles including product demonstrations, direct selling and street training teams. However not all field marketing is consumer facing such as auditing and merchandising. Goals and outcomes of field marketing will differ from company to company. Some campaigns are designed to increase brand awareness or sales. While others may be to collect data and feedback about the product and its market. At Splatter we have all the tools necessary for the clients desired outcome to be achieved WHAT A FIELD MARKETING TEAM LOOKS LIKE. For successful field marketing campaigns companies might have dedicated teams within their business whose task it is to be creative and manage field marketing initiatives. However agencies are also on hand to support a campaign. By offering staff, management and infrastructure the client can focus on the more creative aspect of the campaign. A field marketing agency and  marketing Professional in I.C. Colony tends to work in territories operating with reps within their own regions. Often overlooked by regional or national managers depending on the scale of the team. Although territory management is more important for wide scale national distributing business, smaller brands are recognising the importance of managing promotions on a more local scale using teams to promote, audit and sell in their regions.

WHAT CAN FIELD MARKETING DO FOR YOUR BUSINESS?

1. PRODUCT DEMONSTRATIONS

As mentioned already, demo days are a popular tool of field marketing. These campaigns can stretch from as little as one week to 6 months however some are continuous and full time. For consumer goods this would mean having brand representatives in retail stores and around shopping centers, events or road shows. Finally The Brand Ambassadors are engaging with the consumer and showing them how the product or service works. This is important as it allows a potential buyer to get hands on experience and a feel of ownership of the product; most importantly the rep is also on hand to answers any questions the customer may have. Although a sell is great the main aim of a demo campaign is brand awareness. Food and beverage take a slightly differently approach. By handing out free samples and one off deals of their product around retail and events, consumers are getting a taste of the brands latest delicious treats and at the same time everyone loves free food! Sampling is a fun activation and is effective when bringing new products to the high street. Marketing Training Learn more about product demonstrations by checking out our in depth guide here.

2. DIRECT SELLING

Much like product demonstrations these campaigns have brand reps or ambassadors at the center of them. The difference is it’s more about the selling of the product. Sales rep might have targets to adhere to. Finally these campaigns are super effective during peak times when the difference in a sale or not can be having a knowledgeable brand rep in store. Product Demonstrations Learn more about what direct selling is in our guide here.

3. RETAIL AUDITS AND MERCHANDISING

Auditing takes the reps out off the front line and away from the consumer. Auditing teams are used by marketers to monitor traditional marketing strategies that they put in place across retail. Most of all audits ensure that the brand is represented as it should be on shelves and around retail hot spots. Examples are; checking POS is as it should be across the territories, promotions advertised and running and paid spaces such as gondolas are set up. The data collected from the teams can be useful for the marketers to negotiate better future deals. In addition it also allows for mistakes to be rectified there and then by the reps. Splatter offer a live system that can be monitored by the client in real team meaning that red flags in the field can be dealt with instantaneously .Store Audits and Merchandising To learn more about Audits and merchandising view our guide here.

4. GUERRILLA MARKETING

When it comes to guerrilla marketing the gloves are off. They are usually low budget campaigns but with the right imagination and ideas they offer up some unprecedented results. Furthermore the term ‘Guerrilla Marketing’ itself is used to refer to campaigns that surprise consumers in locations and ways they might not usually expect. For that reason the experience remains with the consumer.

5. PRODUCT SAMPLING

Product Sampling To learn more about sampling work and what that involves view our guide here. WHO DOES WHAT? FIELD MARKETING REP: These guys and girls are the cream of the crop, they are masters of everything. Sometimes they may be conducting training sessions on major proportion for a retailers whole selling team. Another role they find themselves in are in is in the field collecting data and conducted audits. Finally everything in between including sales, merchandising, and working at events. Their primary concern is to drive brand awareness across their region through face to face with consumer and staff on a retail level. Read about what being a field marketing rep is all about here. FIELD MARKETING MANAGER: The field manager’s role is to oversee the field reps; it is their duty to ensure the field marketing campaigns achieves the clients intended goal. As the manager of all the region, they hold the responsibility of ensuring that all reps are trained and directed towards the client’s goals. In addition the field marketing manager will work closely with the clients marketing executives to align the marketing objectives and goals with team in the field. Finally they will then report the findings and feedback from the team. Read more about what being a field marketing manager entails here. BRAND AMBASSADOR/BRAND REP As we know by now the BA role is one of the most crucial in field marketing. Ultimately they are usually supplied by the marketing agency and are tasked with promoting and representing the client’s brand. This can work well within a University by hiring a student to represent the brand around campus; this is perfect for low budget campaigns as sometimes all it takes is giving the BA some products to show off. Some larger scale business’ use celebrities to endorse their product and services by making them the face of their brand using social media to promote to their following. Learn about the various roles within the Field Marketing industry are by reading our guide here. You can also join our team by signing up here. DO YOU NEED FIELD MARKETING? Field marketing as you have seen is a useful tool to accompany other traditional marketing strategies. For example a company might pay a huge amount of money for prime advertising spot during a major sports event. However if this is the case it is important for the brand to follow up with demos in stores. If there is a brand rep placed in store the following few days after the advertising campaign the customer is more likely to come over and ask some questions about the product. Another reason you might need field marketing is to ensure your budget has been well spent. After investing into a large scale in-store promotion campaign you want to ensure that it is implemented to the standard agreed with the retailer. Data can be collected by auditing teams and analysed to see if the money had been well spent. Furthermore it also gives opportunity for future campaigns to implemented with higher efficiency and success.      

marketing Professional in I.C. Colony

Build Winning Advertising Agency

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OK, Let’s Go…

When I owned Citrus, my Portland and Bend Oregon advertising agency, I woke up every morning (and even some nights) thinking hard about my agency’s business development program. I lived as if Nike, our largest client, was about to walk out the back door along with its revenues. I bet as an ad agency owner or manager you have rough nights too. One of the things I knew I could and should do was to manage this back-door issue was to have an active, I stress active, new business plan in place.

Here are some (I stress some) of the elements of my new business plan. They helped me grow Citrus (with new clients like Harrah’s, LegalZoom, Nike and the Montana Lottery). I hope my insights help you grow your agency.

Execution Rules.

When I set out to write this advertising agency new business post I didn’t think that it would be this long – a warning to the ADHD types. But, advertising agency new business planning is complex and is getting more complex every day due to the rapid changes in our industry and technology. That said, the devil in business development, you know what’s coming, is in the detail. Success is all about execution.

For example, running a successful inbound biz dev program that attracts market attention must be based on a sound strategy and smart agency process if you want to run a 24/7 sales program. Staying the course is critical.

The Communications Agency Business Plan. First Things First.

I have never been able to construct an effective business development program without first having an agency business plan. The business plan should include (at least):
  • Your agency’s business and business development objectives
  • An assessment of your current strengths and weakness (I have all of my clients do an internal SWOT analysis)
  • A competitive agency positioning (specialization is a good thing)
  • An analysis of your space in the world – as in, why would a client hire you?
  • Clear target market objectives and target market personas
  • A service plan (it might mean adding new services)
  • Your inbound and outbound (think Account Based Marketing) plan
  • The very important objective of running unignorable messaging
  • A dedication to being consistent and efficient – as in having a process

Your business plan should also help you plan for your future in the evolving world of marketing communications. I think that client confusion with the evolving state of advertising and marketing – this includes big and small clients – makes today a great time to be an agency. Winning agencies are resolving their business challenges, crafting the right services and guidance and, importantly, are willing to modify their business model to avoid disruption to achieve success.

It is also imperative that you develop a roadmap for how to grow your current agency to become the agency of the future. The market, communication platforms and client expectations are changing rapidly. Assess your current strengths, weaknesses and how your agency expertise and personnel are going to stay ahead of change (do an annual SWOT analysis).

Change can be very profitable. What if you could restart your agency using a blank sheet of paper? Would you build a replica of your current agency or would it look dramatically different? If you think that change is in order, you better get started. Here is a powerful mantra from General Eric Shinseki. 

“If you dislike change, you’re going to dislike irrelevance even more.”

The Agency New Business Program – Join The 34%

Armed with your business plan you can get ahead of your competitors by having a comprehensive new business plan. Most agencies do not have a plan. Get this industry research… 66% Of Advertising Agencies Report That They Do Not Have a Business Development Plan. This Is Lunacy! Your plan should include most, if not all of the following:

Conduct an agency brand review to determine if your current brand and services deliver market differentiation; build a positive reputation; generate incoming client interest and attract talented employees.

Create a set of ‘buyer’ personas so you know exactly what type of client you want and how they think and act.

Have a compelling agency brand story that is driven by your history, products, services and your personality. Need help? Read Seth Godin’s “All Marketers Are Liars.”

Managing the Process.

Unless your phone is ringing off the hook, your agency’s new business program must be an agency priority. Agency leadership has to be actively involved with establishing new business objectives, strategic planning and execution. Stay on top of the process. Have at least bi-monthly new business planning meetings.

Business development is 24/7. Your digital marketing program and management and staff activities must be ongoing and consistent.

Hire a Business Development Director to help manage the new business program and act as the agency sales leader or hunter. This person’s key job is to get meetings with the right prospects. Use my Business Development Director’s compensation plan to orient their focus.

Stimulate and empower others in the organization to participate. Everyone is responsible for growth. Best case, they will come up with a marketable new service. At the least, they should be keeping their eyes open for leads.

Prospecting.

Prospecting is a long-term play and takes time. Be prepared, persistent and patient.

Use Account-Based Marketing. An ex-Microsoft exec, a client of mine, recently lauded  Account Based marketing. He described it as something “new”. I quickly recognized it as ‘targeted sales’ and laughed. Whatever… it works. Here is a Wiki definition.

Account-Based Marketing (ABM), also known as key account marketing, is a strategic approach to business marketing based on account awareness in which an organization considers and communicates with individual prospect or customer accounts as markets of one.
Simply put –> ABM = Targeted Outreach = Direct Interest = Sales. This is a big subject worth studying. It’s all about identifying the target company and its people and then having a sound plan to reach them with the information and insights they will want to read.

Manage an active Excel prospect database and/or CRM system. If you have to, keep it simple – use a pad. But, do it.

Build an “A-Level” prospect list. Establish selection criteria and do your research. I’ve always thought that there are three types of desirable clients: Those that pay well (that means they are profitable); those who demand great work; those who are famous and enhance your reputation. Two of the above are good. Pay well is best. My agency’s client Nike had all three.

To build up-to-date lists I’ve used the services of The List Inc., Red Books and LinkedIn. You can also hire interns or go offshore for worker bee assistance.Build an email list to keep all prospects, clients, and associates aware of agency thought leadership, news and growth.

Advertise. Yup, test targeted advertising on LinkedIn (via your corporate page); ditto on Facebook and Twitter.Referrals are good. Manage your referral process. Periodically ask your friends, family, business associates, employees (many don’t think about new business) and current clients for referrals. have a referral system.Track the career path and whereabouts of past clients. LinkedIn notifications could become your best friend.

Read business publications, industry trade press, and pertinent websites. To manage agency time, assign information buckets to different staff members. Get past just reading the same trade press your competitors read.

A Word On Incoming. Pitch less.

Pitching and even working on everything that rings the doorbell can be a mistake. Qualify the lead. Pitching the right accounts will increase your batting average. Pitching the wrong accounts will sap your agency’s energy, cash and time. Read my book on pitching if you want to find out why pitching everything that raises its hand can put you out of business. Remember, you have a business plan that lays out the type of clients you want and can win.

Business Development Tools.

Years ago I heard Jonathan Bond of New York’s Kirshenbaum Bond make this comment about new business activity: “I don’t know what works so we do everything.” Here are some tools worth considering.Make sure that you have an agency website that sells. The great majority of agency websites do not. Get past brochure-ware. Here are some blog posts about how to create winning, sales-oriented agency websites.

Maintain sales pressure. Schedule your outbound marketing to keep up consistent sales pressure — you can’t tell when a prospect will have a new project or an AOR account looking for a new agency. I’ve always made it an agency priority to send out high-value emails at least every four to six weeks.Deliver high-value thought-leadership. Clients are looking for strategic agencies and solutions to their pain points and objectives. But, keep in mind that you are not the only thought-leader on the block. There are zillions of Google results for “best advertising blogs”. To beat these horrific odds you need to become a narrow-subject thought-leader to break through the clutter. Its way better to become a niche advertising or category expert than be a Me Too generalist.

Be smart. Before you make any calls, do basic research so you know about your prospect’s business, possible pain points and what sales messages might resonant. Have a smart sales script that puts the client first. Remember the rules of Account Based marketing.Want more inbound? Get your brilliant thinking out there via a strategic social media program. Blogs (uniques blogs that is), Twitter, LinkedIn, Facebook (sponsored posts work hard for me) and the strategic use of Instagram and Pinterest (yes, Pinterest) will take time — but work. Don’t forget SlideShare, YouTube videos and good old-fashioned white papers, monthly emails and speaking engagements. Get your brains out there and make the client you want you by looking like you can help them get their bonus.

Do not overreach. One of the keys to social media success is selecting platforms that your agency can manage on a day-to-day basis. There are a lot of empty agency blogs and Twitter feeds that do much more harm to reputations than good.

Be efficient. Optimize and integrate everything you do. Try the Rule of Five. Amplify everything you do by five. The white paper goes in the mail (yes, mail); on your blog; on your LinkedIn page; out via Twitter and on SlideShare… You get the idea.
Run events for prospects and clients. My agency Citrus got senior executives from Facebook, Google, Google Maps, LinkedIn and Yahoo! to speak at our own Portland “Meet the Makers” events. We just had to ask nicely.

Turn cold calling into warm calling. Yes, the phone still works – if handled with care. I like to soften the prospect with a series of insight-rich thought leadership mailings (if it’s email you will see if has been opened) and then call early to reach the key prospect before their day begins or to leave a mini-pitch voicemail. Consider having a script handy.Email. Yes, email still works and volume is now being driven by increased mobile usage. But, make sure your emails have value and don’t overwhelm. KISS works here.

Another big point: having an agency video on your website is nice (actually, I think it’s critical). But, having a video that goes beyond just being there to getting watched and passed along by your target audience because it provides value is way better. If your video drives incoming interest, tells your agency’s story and builds chemistry, you will drive lead generation. It is all about how you execute.Be different… Sometimes it is good to break out of digital… A personalized letter, as in paper, or mailing just might break through the digital clutter. How about an agency zine?

Think even more different. Over the years, I’ve used online surveys, postcards, music CD’s, etched wine bottles, targeted micro-sites, digital mad libs (yes, mad libs); books like Jeffery Abrahams’ “101 Mission Statements From Top Companies” and even Krispy Kreme donuts to get meetings. Here is a case history for a food-smile-based program that announced our new Portland office. We delivered a box of hot Krispy Kreme doughnuts and a personalized digital promotional program to generate awareness and smiles.Get out of the office and go to events to hear new ideas and meet new people. Join relevant groups and organizations.Guest post to get more eyes on your thinking. See what I’ve done with my friends at HubSpot. Writing for them even got me a speaking gi at their huge fall event.

Create some buzz. PR is your friend. I highly recommend that you think of PR as an essential business development tool. Win creative awards. Go get some EFFIE’s to support your ROI story. But, watch the award budget.

First Meetings.

Whatever solicitation marketing you did worked and you landed a meeting. Here are some first meeting basics:
  • Keep it simple. don’t overwhelm the clients.
  • Listen: Probe for problems. Consider going beyond solution sales to tell them what they should be worried about. For more on this sales technique, I suggest that you read “The End of Solution Sales” in the July – August 2012 issue of the Harvard Business Review.
  • Sell something special: Deliver a USP.
  • Deliver an unignorable insight. Ask me about how to use Google’s consumer research.
  • Make friends: Work the chemistry and dazzle.
The master goal: Get a second meeting to keep the dialog going.

RFPs.

Getting an RFP is like getting asked out on a date or for a test-drive. You should be flattered — but. To manage incoming, build a RFP decision matrix. You should quickly have an idea of which RFP’s to respond to and which aren’t worth the effort. RFP responses always chew up agencies. Make sure that this date is worthwhile.If it’s a go, ask for a meeting to discuss the RFP. If the client is unwilling to give you some time, you might want to pass. Read up on why you might want to NOT pitch that account.Here’s a decision matrix…do not Pitch that account! 

Keep your response lean. Chances are that the client has asked for too many responses and could become brain-dead by the time they get to yours. Make sure you answer every question in the RFP before you go beyond what they are asking for.Once you have ticked all the client boxes, go beyond. Don’t forget to include agency personality and consider an “Easter Egg” surprise element.

Pitching.

Oh, the uncertainty. Does the client have a favorite? Is this a strategic search or just a scheduled management or procurement exercise? Does the incumbent have an advantage? What type of agency is the client actually looking for? Who is the key decision maker? Do you present what they are asking for or what you think they need? Helping to understand the client’s motivations is where your most experienced management comes into play.

Pitching is an art. I’ve been pitching new business since the 80’s, ran business development at Saatchi & Saatchi in New York and London and pitched often for my own agency. OK, I admit it… I want you to buy my book on pitching and presenting. You can buy it at Amazon right here.

Here are what I believe are the primary elements of a perfect pitch process. This is only a topline list.
  • Pick a pitch leader and the right team for planning and writing.
  • Watch your costs. Create a budget. We have all seen pitch costs gone wild.
  • Create a timetable that includes strategy development, creative development and staging and rehearsals.
  • Consider building a war room, it can be an online war room, to help focus your effort.
  • Determine the client, category and customer issues and opportunities and make sure you address them.
  • Use research to support your strategic insights. But, note that the other agencies might be doing the same. That said, clients are always interested in seeing brief strategic videos of their customers talking about their products and services.
  • Determine and manage how you communicate your strengths and manage your weaknesses. Consider doing an agency SWOT analysis through the client’s lens.
  • Talk more about them than you. Actually, talk much more about them.
  • Act like you really want the business. Surprisingly, I’ve been told by clients that not all agencies know how to look interested.
  • Pitches are theater. Stories are better than endless credentials. Case histories are better than showing endless amounts of work. For inspiration, watch Steve Jobs.
  • If you can, get the client to come to you. I’ve pitched in too many soulless client boardrooms or hotel conference rooms. It can be a buzz kill.
  • If you have to go to them, find a way to scout out the room and equipment ahead of the meeting.
  • Put your best presenters in the room. Don’t include talented but uninspiring people simply because it is their turn or that they worked on the pitch. I’ve made this mistake. It’s a bad one. Get ahead of the problem and train your team on how to present. Do this now.
  • Don’t forget to smile. Interpersonal chemistry wins pitches.

Conclusion.

The business of running an advertising, digital, experiential, design, PR agency is hard work. Too many agencies sound alike. Clients are skittish and are overwhelmed by choice. It is therefore essential that you create and run a business development program that makes you a stand out candidate. That means that you need to look and sound like an agency that can clearly meet a client’s needs. That means that you need to have a standout brand and sales proposition. That means you need to both target the clients you want and are able to be found by them when they are out looking for you.

DUMRA, Local Marketing Supplier, Local Marketing Supplier, Local Marketing Supplier in pune, Direct Response Promotion, Mall sales Promotions, local experiential activation, BTL promotion engagement, school promotion engagement, housing society promotion engagement, Mall promotion engagement, marketing Professional in I.C. Colony

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Local Marketing Supplier in mumbai

MARKETING, ADVERTISING, BRANDING, & DESIGN FIRM

The Fulcrum Agency is the Mumbai marketing company and Local Marketing Supplier in mumbai  advertising agency that businesses turn to because we transform businesses into brands. With over 12 years of experience, we help business owners like you with branding, marketing, advertising, and complete creative solutions. Our Marketing Services Mumbai As a Mumbai marketing and advertising firm, we have an incredible list of services that allows us to tackle any marketing or advertising challenge that comes our way.

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Let’s help you get the most out of your marketing with strategies and solutions that make sense for your budget and business. Learn more…

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You’re nothing without a strong brand. We’ve been building great brand for over 12 years. Let’s show you how we can build yours. Learn more..

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Design is critical to the success of any marketing or advertising campaign. Our amazing team of Mumbai graphic designers will blow you away! Learn more…

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Copy-writing is how your communicate your brand and message to the world. Our wordsmiths will give voice to your company. Learn more…

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Public Relations is the art of getting the media to talk about you. Our PR team is great at getting the kind of media attention that will do wonders for your business. Learn more…

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Social media marketing is more than just likes and followers. It’s about starting a conversation with your customers and building a relationship with them. Learn more.. CALL CENTRE Call centre services are an excellent way and affordable to grow your business. Our call centre is located in Mumbai to maximize your potential for success. Learn more…

Local Marketing Supplier in mumbai

Build Winning Advertising Agency

[siteorigin_widget class="SiteOrigin_Widget_Headline_Widget"][/siteorigin_widget]

OK, Let’s Go…

When I owned Citrus, my Portland and Bend Oregon advertising agency, I woke up every morning (and even some nights) thinking hard about my agency’s business development program. I lived as if Nike, our largest client, was about to walk out the back door along with its revenues. I bet as an ad agency owner or manager you have rough nights too. One of the things I knew I could and should do was to manage this back-door issue was to have an active, I stress active, new business plan in place.

Here are some (I stress some) of the elements of my new business plan. They helped me grow Citrus (with new clients like Harrah’s, LegalZoom, Nike and the Montana Lottery). I hope my insights help you grow your agency.

Execution Rules.

When I set out to write this advertising agency new business post I didn’t think that it would be this long – a warning to the ADHD types. But, advertising agency new business planning is complex and is getting more complex every day due to the rapid changes in our industry and technology. That said, the devil in business development, you know what’s coming, is in the detail. Success is all about execution.

For example, running a successful inbound biz dev program that attracts market attention must be based on a sound strategy and smart agency process if you want to run a 24/7 sales program. Staying the course is critical.

The Communications Agency Business Plan. First Things First.

I have never been able to construct an effective business development program without first having an agency business plan. The business plan should include (at least):
  • Your agency’s business and business development objectives
  • An assessment of your current strengths and weakness (I have all of my clients do an internal SWOT analysis)
  • A competitive agency positioning (specialization is a good thing)
  • An analysis of your space in the world – as in, why would a client hire you?
  • Clear target market objectives and target market personas
  • A service plan (it might mean adding new services)
  • Your inbound and outbound (think Account Based Marketing) plan
  • The very important objective of running unignorable messaging
  • A dedication to being consistent and efficient – as in having a process

Your business plan should also help you plan for your future in the evolving world of marketing communications. I think that client confusion with the evolving state of advertising and marketing – this includes big and small clients – makes today a great time to be an agency. Winning agencies are resolving their business challenges, crafting the right services and guidance and, importantly, are willing to modify their business model to avoid disruption to achieve success.

It is also imperative that you develop a roadmap for how to grow your current agency to become the agency of the future. The market, communication platforms and client expectations are changing rapidly. Assess your current strengths, weaknesses and how your agency expertise and personnel are going to stay ahead of change (do an annual SWOT analysis).

Change can be very profitable. What if you could restart your agency using a blank sheet of paper? Would you build a replica of your current agency or would it look dramatically different? If you think that change is in order, you better get started. Here is a powerful mantra from General Eric Shinseki. 

“If you dislike change, you’re going to dislike irrelevance even more.”

The Agency New Business Program – Join The 34%

Armed with your business plan you can get ahead of your competitors by having a comprehensive new business plan. Most agencies do not have a plan. Get this industry research… 66% Of Advertising Agencies Report That They Do Not Have a Business Development Plan. This Is Lunacy! Your plan should include most, if not all of the following:

Conduct an agency brand review to determine if your current brand and services deliver market differentiation; build a positive reputation; generate incoming client interest and attract talented employees.

Create a set of ‘buyer’ personas so you know exactly what type of client you want and how they think and act.

Have a compelling agency brand story that is driven by your history, products, services and your personality. Need help? Read Seth Godin’s “All Marketers Are Liars.”

Managing the Process.

Unless your phone is ringing off the hook, your agency’s new business program must be an agency priority. Agency leadership has to be actively involved with establishing new business objectives, strategic planning and execution. Stay on top of the process. Have at least bi-monthly new business planning meetings.

Business development is 24/7. Your digital marketing program and management and staff activities must be ongoing and consistent.

Hire a Business Development Director to help manage the new business program and act as the agency sales leader or hunter. This person’s key job is to get meetings with the right prospects. Use my Business Development Director’s compensation plan to orient their focus.

Stimulate and empower others in the organization to participate. Everyone is responsible for growth. Best case, they will come up with a marketable new service. At the least, they should be keeping their eyes open for leads.

Prospecting.

Prospecting is a long-term play and takes time. Be prepared, persistent and patient.

Use Account-Based Marketing. An ex-Microsoft exec, a client of mine, recently lauded  Account Based marketing. He described it as something “new”. I quickly recognized it as ‘targeted sales’ and laughed. Whatever… it works. Here is a Wiki definition.

Account-Based Marketing (ABM), also known as key account marketing, is a strategic approach to business marketing based on account awareness in which an organization considers and communicates with individual prospect or customer accounts as markets of one.
Simply put –> ABM = Targeted Outreach = Direct Interest = Sales. This is a big subject worth studying. It’s all about identifying the target company and its people and then having a sound plan to reach them with the information and insights they will want to read.

Manage an active Excel prospect database and/or CRM system. If you have to, keep it simple – use a pad. But, do it.

Build an “A-Level” prospect list. Establish selection criteria and do your research. I’ve always thought that there are three types of desirable clients: Those that pay well (that means they are profitable); those who demand great work; those who are famous and enhance your reputation. Two of the above are good. Pay well is best. My agency’s client Nike had all three.

To build up-to-date lists I’ve used the services of The List Inc., Red Books and LinkedIn. You can also hire interns or go offshore for worker bee assistance.Build an email list to keep all prospects, clients, and associates aware of agency thought leadership, news and growth.

Advertise. Yup, test targeted advertising on LinkedIn (via your corporate page); ditto on Facebook and Twitter.Referrals are good. Manage your referral process. Periodically ask your friends, family, business associates, employees (many don’t think about new business) and current clients for referrals. have a referral system.Track the career path and whereabouts of past clients. LinkedIn notifications could become your best friend.

Read business publications, industry trade press, and pertinent websites. To manage agency time, assign information buckets to different staff members. Get past just reading the same trade press your competitors read.

A Word On Incoming. Pitch less.

Pitching and even working on everything that rings the doorbell can be a mistake. Qualify the lead. Pitching the right accounts will increase your batting average. Pitching the wrong accounts will sap your agency’s energy, cash and time. Read my book on pitching if you want to find out why pitching everything that raises its hand can put you out of business. Remember, you have a business plan that lays out the type of clients you want and can win.

Business Development Tools.

Years ago I heard Jonathan Bond of New York’s Kirshenbaum Bond make this comment about new business activity: “I don’t know what works so we do everything.” Here are some tools worth considering.Make sure that you have an agency website that sells. The great majority of agency websites do not. Get past brochure-ware. Here are some blog posts about how to create winning, sales-oriented agency websites.

Maintain sales pressure. Schedule your outbound marketing to keep up consistent sales pressure — you can’t tell when a prospect will have a new project or an AOR account looking for a new agency. I’ve always made it an agency priority to send out high-value emails at least every four to six weeks.Deliver high-value thought-leadership. Clients are looking for strategic agencies and solutions to their pain points and objectives. But, keep in mind that you are not the only thought-leader on the block. There are zillions of Google results for “best advertising blogs”. To beat these horrific odds you need to become a narrow-subject thought-leader to break through the clutter. Its way better to become a niche advertising or category expert than be a Me Too generalist.

Be smart. Before you make any calls, do basic research so you know about your prospect’s business, possible pain points and what sales messages might resonant. Have a smart sales script that puts the client first. Remember the rules of Account Based marketing.Want more inbound? Get your brilliant thinking out there via a strategic social media program. Blogs (uniques blogs that is), Twitter, LinkedIn, Facebook (sponsored posts work hard for me) and the strategic use of Instagram and Pinterest (yes, Pinterest) will take time — but work. Don’t forget SlideShare, YouTube videos and good old-fashioned white papers, monthly emails and speaking engagements. Get your brains out there and make the client you want you by looking like you can help them get their bonus.

Do not overreach. One of the keys to social media success is selecting platforms that your agency can manage on a day-to-day basis. There are a lot of empty agency blogs and Twitter feeds that do much more harm to reputations than good.

Be efficient. Optimize and integrate everything you do. Try the Rule of Five. Amplify everything you do by five. The white paper goes in the mail (yes, mail); on your blog; on your LinkedIn page; out via Twitter and on SlideShare… You get the idea.
Run events for prospects and clients. My agency Citrus got senior executives from Facebook, Google, Google Maps, LinkedIn and Yahoo! to speak at our own Portland “Meet the Makers” events. We just had to ask nicely.

Turn cold calling into warm calling. Yes, the phone still works – if handled with care. I like to soften the prospect with a series of insight-rich thought leadership mailings (if it’s email you will see if has been opened) and then call early to reach the key prospect before their day begins or to leave a mini-pitch voicemail. Consider having a script handy.Email. Yes, email still works and volume is now being driven by increased mobile usage. But, make sure your emails have value and don’t overwhelm. KISS works here.

Another big point: having an agency video on your website is nice (actually, I think it’s critical). But, having a video that goes beyond just being there to getting watched and passed along by your target audience because it provides value is way better. If your video drives incoming interest, tells your agency’s story and builds chemistry, you will drive lead generation. It is all about how you execute.Be different… Sometimes it is good to break out of digital… A personalized letter, as in paper, or mailing just might break through the digital clutter. How about an agency zine?

Think even more different. Over the years, I’ve used online surveys, postcards, music CD’s, etched wine bottles, targeted micro-sites, digital mad libs (yes, mad libs); books like Jeffery Abrahams’ “101 Mission Statements From Top Companies” and even Krispy Kreme donuts to get meetings. Here is a case history for a food-smile-based program that announced our new Portland office. We delivered a box of hot Krispy Kreme doughnuts and a personalized digital promotional program to generate awareness and smiles.Get out of the office and go to events to hear new ideas and meet new people. Join relevant groups and organizations.Guest post to get more eyes on your thinking. See what I’ve done with my friends at HubSpot. Writing for them even got me a speaking gi at their huge fall event.

Create some buzz. PR is your friend. I highly recommend that you think of PR as an essential business development tool. Win creative awards. Go get some EFFIE’s to support your ROI story. But, watch the award budget.

First Meetings.

Whatever solicitation marketing you did worked and you landed a meeting. Here are some first meeting basics:
  • Keep it simple. don’t overwhelm the clients.
  • Listen: Probe for problems. Consider going beyond solution sales to tell them what they should be worried about. For more on this sales technique, I suggest that you read “The End of Solution Sales” in the July – August 2012 issue of the Harvard Business Review.
  • Sell something special: Deliver a USP.
  • Deliver an unignorable insight. Ask me about how to use Google’s consumer research.
  • Make friends: Work the chemistry and dazzle.
The master goal: Get a second meeting to keep the dialog going.

RFPs.

Getting an RFP is like getting asked out on a date or for a test-drive. You should be flattered — but. To manage incoming, build a RFP decision matrix. You should quickly have an idea of which RFP’s to respond to and which aren’t worth the effort. RFP responses always chew up agencies. Make sure that this date is worthwhile.If it’s a go, ask for a meeting to discuss the RFP. If the client is unwilling to give you some time, you might want to pass. Read up on why you might want to NOT pitch that account.Here’s a decision matrix…do not Pitch that account! 

Keep your response lean. Chances are that the client has asked for too many responses and could become brain-dead by the time they get to yours. Make sure you answer every question in the RFP before you go beyond what they are asking for.Once you have ticked all the client boxes, go beyond. Don’t forget to include agency personality and consider an “Easter Egg” surprise element.

Pitching.

Oh, the uncertainty. Does the client have a favorite? Is this a strategic search or just a scheduled management or procurement exercise? Does the incumbent have an advantage? What type of agency is the client actually looking for? Who is the key decision maker? Do you present what they are asking for or what you think they need? Helping to understand the client’s motivations is where your most experienced management comes into play.

Pitching is an art. I’ve been pitching new business since the 80’s, ran business development at Saatchi & Saatchi in New York and London and pitched often for my own agency. OK, I admit it… I want you to buy my book on pitching and presenting. You can buy it at Amazon right here.

Here are what I believe are the primary elements of a perfect pitch process. This is only a topline list.
  • Pick a pitch leader and the right team for planning and writing.
  • Watch your costs. Create a budget. We have all seen pitch costs gone wild.
  • Create a timetable that includes strategy development, creative development and staging and rehearsals.
  • Consider building a war room, it can be an online war room, to help focus your effort.
  • Determine the client, category and customer issues and opportunities and make sure you address them.
  • Use research to support your strategic insights. But, note that the other agencies might be doing the same. That said, clients are always interested in seeing brief strategic videos of their customers talking about their products and services.
  • Determine and manage how you communicate your strengths and manage your weaknesses. Consider doing an agency SWOT analysis through the client’s lens.
  • Talk more about them than you. Actually, talk much more about them.
  • Act like you really want the business. Surprisingly, I’ve been told by clients that not all agencies know how to look interested.
  • Pitches are theater. Stories are better than endless credentials. Case histories are better than showing endless amounts of work. For inspiration, watch Steve Jobs.
  • If you can, get the client to come to you. I’ve pitched in too many soulless client boardrooms or hotel conference rooms. It can be a buzz kill.
  • If you have to go to them, find a way to scout out the room and equipment ahead of the meeting.
  • Put your best presenters in the room. Don’t include talented but uninspiring people simply because it is their turn or that they worked on the pitch. I’ve made this mistake. It’s a bad one. Get ahead of the problem and train your team on how to present. Do this now.
  • Don’t forget to smile. Interpersonal chemistry wins pitches.

Conclusion.

The business of running an advertising, digital, experiential, design, PR agency is hard work. Too many agencies sound alike. Clients are skittish and are overwhelmed by choice. It is therefore essential that you create and run a business development program that makes you a stand out candidate. That means that you need to look and sound like an agency that can clearly meet a client’s needs. That means that you need to have a standout brand and sales proposition. That means you need to both target the clients you want and are able to be found by them when they are out looking for you.

DUMRA, Local Marketing Supplier, Local Marketing Supplier, Local Marketing Supplier in pune, Direct Response Promotion, Mall sales Promotions, local experiential activation, BTL promotion engagement, school promotion engagement, housing society promotion engagement, Mall promotion engagement, Local Marketing Supplier in mumbai

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marketing company in erandwana

Marketing and Sales companies marketing company in erandwana with high quality, ethical, outsourced sales through transparent and effective business programs. We have a team of marketing and sales professionals and trainers who are committed to ensure effective delivery of the message from the client to a prospective customer. Our specialty is tailor-fitting our service to suit each individual client’s needs, ensuring compliance and delivering ethical sales every single time. We are focused on compliant and ethical selling that puts the needs of the customer first and we value transparency, integrity, diligence and hard work to ensure that our employees, clients and customers all get the best experience possible. We look for long term investments, in both our employees and our clients to ensure quality in our work, and in the opportunity for growth potential and stability for all parties involved.

Marketing

Door to Door Marketing

Face to Face Marketing

B 2 B Marketing

Field Marketing

Build Winning Advertising Agency

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OK, Let’s Go…

When I owned Citrus, my Portland and Bend Oregon advertising agency, I woke up every morning (and even some nights) thinking hard about my agency’s business development program. I lived as if Nike, our largest client, was about to walk out the back door along with its revenues. I bet as an ad agency owner or manager you have rough nights too. One of the things I knew I could and should do was to manage this back-door issue was to have an active, I stress active, new business plan in place.

Here are some (I stress some) of the elements of my new business plan. They helped me grow Citrus (with new clients like Harrah’s, LegalZoom, Nike and the Montana Lottery). I hope my insights help you grow your agency.

Execution Rules.

When I set out to write this advertising agency new business post I didn’t think that it would be this long – a warning to the ADHD types. But, advertising agency new business planning is complex and is getting more complex every day due to the rapid changes in our industry and technology. That said, the devil in business development, you know what’s coming, is in the detail. Success is all about execution.

For example, running a successful inbound biz dev program that attracts market attention must be based on a sound strategy and smart agency process if you want to run a 24/7 sales program. Staying the course is critical.

The Communications Agency Business Plan. First Things First.

I have never been able to construct an effective business development program without first having an agency business plan. The business plan should include (at least):
  • Your agency’s business and business development objectives
  • An assessment of your current strengths and weakness (I have all of my clients do an internal SWOT analysis)
  • A competitive agency positioning (specialization is a good thing)
  • An analysis of your space in the world – as in, why would a client hire you?
  • Clear target market objectives and target market personas
  • A service plan (it might mean adding new services)
  • Your inbound and outbound (think Account Based Marketing) plan
  • The very important objective of running unignorable messaging
  • A dedication to being consistent and efficient – as in having a process

Your business plan should also help you plan for your future in the evolving world of marketing communications. I think that client confusion with the evolving state of advertising and marketing – this includes big and small clients – makes today a great time to be an agency. Winning agencies are resolving their business challenges, crafting the right services and guidance and, importantly, are willing to modify their business model to avoid disruption to achieve success.

It is also imperative that you develop a roadmap for how to grow your current agency to become the agency of the future. The market, communication platforms and client expectations are changing rapidly. Assess your current strengths, weaknesses and how your agency expertise and personnel are going to stay ahead of change (do an annual SWOT analysis).

Change can be very profitable. What if you could restart your agency using a blank sheet of paper? Would you build a replica of your current agency or would it look dramatically different? If you think that change is in order, you better get started. Here is a powerful mantra from General Eric Shinseki. 

“If you dislike change, you’re going to dislike irrelevance even more.”

The Agency New Business Program – Join The 34%

Armed with your business plan you can get ahead of your competitors by having a comprehensive new business plan. Most agencies do not have a plan. Get this industry research… 66% Of Advertising Agencies Report That They Do Not Have a Business Development Plan. This Is Lunacy! Your plan should include most, if not all of the following:

Conduct an agency brand review to determine if your current brand and services deliver market differentiation; build a positive reputation; generate incoming client interest and attract talented employees.

Create a set of ‘buyer’ personas so you know exactly what type of client you want and how they think and act.

Have a compelling agency brand story that is driven by your history, products, services and your personality. Need help? Read Seth Godin’s “All Marketers Are Liars.”

Managing the Process.

Unless your phone is ringing off the hook, your agency’s new business program must be an agency priority. Agency leadership has to be actively involved with establishing new business objectives, strategic planning and execution. Stay on top of the process. Have at least bi-monthly new business planning meetings.

Business development is 24/7. Your digital marketing program and management and staff activities must be ongoing and consistent.

Hire a Business Development Director to help manage the new business program and act as the agency sales leader or hunter. This person’s key job is to get meetings with the right prospects. Use my Business Development Director’s compensation plan to orient their focus.

Stimulate and empower others in the organization to participate. Everyone is responsible for growth. Best case, they will come up with a marketable new service. At the least, they should be keeping their eyes open for leads.

Prospecting.

Prospecting is a long-term play and takes time. Be prepared, persistent and patient.

Use Account-Based Marketing. An ex-Microsoft exec, a client of mine, recently lauded  Account Based marketing. He described it as something “new”. I quickly recognized it as ‘targeted sales’ and laughed. Whatever… it works. Here is a Wiki definition.

Account-Based Marketing (ABM), also known as key account marketing, is a strategic approach to business marketing based on account awareness in which an organization considers and communicates with individual prospect or customer accounts as markets of one.
Simply put –> ABM = Targeted Outreach = Direct Interest = Sales. This is a big subject worth studying. It’s all about identifying the target company and its people and then having a sound plan to reach them with the information and insights they will want to read.

Manage an active Excel prospect database and/or CRM system. If you have to, keep it simple – use a pad. But, do it.

Build an “A-Level” prospect list. Establish selection criteria and do your research. I’ve always thought that there are three types of desirable clients: Those that pay well (that means they are profitable); those who demand great work; those who are famous and enhance your reputation. Two of the above are good. Pay well is best. My agency’s client Nike had all three.

To build up-to-date lists I’ve used the services of The List Inc., Red Books and LinkedIn. You can also hire interns or go offshore for worker bee assistance.Build an email list to keep all prospects, clients, and associates aware of agency thought leadership, news and growth.

Advertise. Yup, test targeted advertising on LinkedIn (via your corporate page); ditto on Facebook and Twitter.Referrals are good. Manage your referral process. Periodically ask your friends, family, business associates, employees (many don’t think about new business) and current clients for referrals. have a referral system.Track the career path and whereabouts of past clients. LinkedIn notifications could become your best friend.

Read business publications, industry trade press, and pertinent websites. To manage agency time, assign information buckets to different staff members. Get past just reading the same trade press your competitors read.

A Word On Incoming. Pitch less.

Pitching and even working on everything that rings the doorbell can be a mistake. Qualify the lead. Pitching the right accounts will increase your batting average. Pitching the wrong accounts will sap your agency’s energy, cash and time. Read my book on pitching if you want to find out why pitching everything that raises its hand can put you out of business. Remember, you have a business plan that lays out the type of clients you want and can win.

Business Development Tools.

Years ago I heard Jonathan Bond of New York’s Kirshenbaum Bond make this comment about new business activity: “I don’t know what works so we do everything.” Here are some tools worth considering.Make sure that you have an agency website that sells. The great majority of agency websites do not. Get past brochure-ware. Here are some blog posts about how to create winning, sales-oriented agency websites.

Maintain sales pressure. Schedule your outbound marketing to keep up consistent sales pressure — you can’t tell when a prospect will have a new project or an AOR account looking for a new agency. I’ve always made it an agency priority to send out high-value emails at least every four to six weeks.Deliver high-value thought-leadership. Clients are looking for strategic agencies and solutions to their pain points and objectives. But, keep in mind that you are not the only thought-leader on the block. There are zillions of Google results for “best advertising blogs”. To beat these horrific odds you need to become a narrow-subject thought-leader to break through the clutter. Its way better to become a niche advertising or category expert than be a Me Too generalist.

Be smart. Before you make any calls, do basic research so you know about your prospect’s business, possible pain points and what sales messages might resonant. Have a smart sales script that puts the client first. Remember the rules of Account Based marketing.Want more inbound? Get your brilliant thinking out there via a strategic social media program. Blogs (uniques blogs that is), Twitter, LinkedIn, Facebook (sponsored posts work hard for me) and the strategic use of Instagram and Pinterest (yes, Pinterest) will take time — but work. Don’t forget SlideShare, YouTube videos and good old-fashioned white papers, monthly emails and speaking engagements. Get your brains out there and make the client you want you by looking like you can help them get their bonus.

Do not overreach. One of the keys to social media success is selecting platforms that your agency can manage on a day-to-day basis. There are a lot of empty agency blogs and Twitter feeds that do much more harm to reputations than good.

Be efficient. Optimize and integrate everything you do. Try the Rule of Five. Amplify everything you do by five. The white paper goes in the mail (yes, mail); on your blog; on your LinkedIn page; out via Twitter and on SlideShare… You get the idea.
Run events for prospects and clients. My agency Citrus got senior executives from Facebook, Google, Google Maps, LinkedIn and Yahoo! to speak at our own Portland “Meet the Makers” events. We just had to ask nicely.

Turn cold calling into warm calling. Yes, the phone still works – if handled with care. I like to soften the prospect with a series of insight-rich thought leadership mailings (if it’s email you will see if has been opened) and then call early to reach the key prospect before their day begins or to leave a mini-pitch voicemail. Consider having a script handy.Email. Yes, email still works and volume is now being driven by increased mobile usage. But, make sure your emails have value and don’t overwhelm. KISS works here.

Another big point: having an agency video on your website is nice (actually, I think it’s critical). But, having a video that goes beyond just being there to getting watched and passed along by your target audience because it provides value is way better. If your video drives incoming interest, tells your agency’s story and builds chemistry, you will drive lead generation. It is all about how you execute.Be different… Sometimes it is good to break out of digital… A personalized letter, as in paper, or mailing just might break through the digital clutter. How about an agency zine?

Think even more different. Over the years, I’ve used online surveys, postcards, music CD’s, etched wine bottles, targeted micro-sites, digital mad libs (yes, mad libs); books like Jeffery Abrahams’ “101 Mission Statements From Top Companies” and even Krispy Kreme donuts to get meetings. Here is a case history for a food-smile-based program that announced our new Portland office. We delivered a box of hot Krispy Kreme doughnuts and a personalized digital promotional program to generate awareness and smiles.Get out of the office and go to events to hear new ideas and meet new people. Join relevant groups and organizations.Guest post to get more eyes on your thinking. See what I’ve done with my friends at HubSpot. Writing for them even got me a speaking gi at their huge fall event.

Create some buzz. PR is your friend. I highly recommend that you think of PR as an essential business development tool. Win creative awards. Go get some EFFIE’s to support your ROI story. But, watch the award budget.

First Meetings.

Whatever solicitation marketing you did worked and you landed a meeting. Here are some first meeting basics:
  • Keep it simple. don’t overwhelm the clients.
  • Listen: Probe for problems. Consider going beyond solution sales to tell them what they should be worried about. For more on this sales technique, I suggest that you read “The End of Solution Sales” in the July – August 2012 issue of the Harvard Business Review.
  • Sell something special: Deliver a USP.
  • Deliver an unignorable insight. Ask me about how to use Google’s consumer research.
  • Make friends: Work the chemistry and dazzle.
The master goal: Get a second meeting to keep the dialog going.

RFPs.

Getting an RFP is like getting asked out on a date or for a test-drive. You should be flattered — but. To manage incoming, build a RFP decision matrix. You should quickly have an idea of which RFP’s to respond to and which aren’t worth the effort. RFP responses always chew up agencies. Make sure that this date is worthwhile.If it’s a go, ask for a meeting to discuss the RFP. If the client is unwilling to give you some time, you might want to pass. Read up on why you might want to NOT pitch that account.Here’s a decision matrix…do not Pitch that account! 

Keep your response lean. Chances are that the client has asked for too many responses and could become brain-dead by the time they get to yours. Make sure you answer every question in the RFP before you go beyond what they are asking for.Once you have ticked all the client boxes, go beyond. Don’t forget to include agency personality and consider an “Easter Egg” surprise element.

Pitching.

Oh, the uncertainty. Does the client have a favorite? Is this a strategic search or just a scheduled management or procurement exercise? Does the incumbent have an advantage? What type of agency is the client actually looking for? Who is the key decision maker? Do you present what they are asking for or what you think they need? Helping to understand the client’s motivations is where your most experienced management comes into play.

Pitching is an art. I’ve been pitching new business since the 80’s, ran business development at Saatchi & Saatchi in New York and London and pitched often for my own agency. OK, I admit it… I want you to buy my book on pitching and presenting. You can buy it at Amazon right here.

Here are what I believe are the primary elements of a perfect pitch process. This is only a topline list.
  • Pick a pitch leader and the right team for planning and writing.
  • Watch your costs. Create a budget. We have all seen pitch costs gone wild.
  • Create a timetable that includes strategy development, creative development and staging and rehearsals.
  • Consider building a war room, it can be an online war room, to help focus your effort.
  • Determine the client, category and customer issues and opportunities and make sure you address them.
  • Use research to support your strategic insights. But, note that the other agencies might be doing the same. That said, clients are always interested in seeing brief strategic videos of their customers talking about their products and services.
  • Determine and manage how you communicate your strengths and manage your weaknesses. Consider doing an agency SWOT analysis through the client’s lens.
  • Talk more about them than you. Actually, talk much more about them.
  • Act like you really want the business. Surprisingly, I’ve been told by clients that not all agencies know how to look interested.
  • Pitches are theater. Stories are better than endless credentials. Case histories are better than showing endless amounts of work. For inspiration, watch Steve Jobs.
  • If you can, get the client to come to you. I’ve pitched in too many soulless client boardrooms or hotel conference rooms. It can be a buzz kill.
  • If you have to go to them, find a way to scout out the room and equipment ahead of the meeting.
  • Put your best presenters in the room. Don’t include talented but uninspiring people simply because it is their turn or that they worked on the pitch. I’ve made this mistake. It’s a bad one. Get ahead of the problem and train your team on how to present. Do this now.
  • Don’t forget to smile. Interpersonal chemistry wins pitches.

Conclusion.

The business of running an advertising, digital, experiential, design, PR agency is hard work. Too many agencies sound alike. Clients are skittish and are overwhelmed by choice. It is therefore essential that you create and run a business development program that makes you a stand out candidate. That means that you need to look and sound like an agency that can clearly meet a client’s needs. That means that you need to have a standout brand and sales proposition. That means you need to both target the clients you want and are able to be found by them when they are out looking for you.

 

marketing company in erandwana

 

DUMRA, Local Marketing Supplier, Direct Response Promotion, Local Marketing Supplier in pune, Mall sales Promotions, local experiential activation, BTL promotion engagement, school promotion engagement, housing society promotion engagement, Mall promotion engagement,

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Local Marketing Supplier in pune

B2B Experiential Marketing – When does it work?

What is experiential marketing? On the rise in recent years, Local Marketing Supplier in pune and experiential marketing is all about customer interaction with your brand. It offers a unique experience with products or services, allowing customers to get a feel for how they would use it in their lives. For years marketers have been trying to get customers to use and trial their products. In this way it’s not a new concept; there have however, certainly been some innovative spins on how it’s done. Let’s look at experiential marketing, how it can work for B2Bs and some of the ways it can help build your brand.

Emotional + Experiential Branding = Experiential Marketing The two elements that underpin experiential marketing are emotional branding and experiential branding.

Emotional branding: is about building the relationship between your brand and customers. Promoting emotional benefits like brand trust, security and credibility as a result of engaging with your brand is crucial. Experiential branding: designs and creates interactions that are sensory in nature, which emotionally influences preferences, shaping brand perception, and influencing satisfaction and loyalty. An excellent experiential marketing campaign is able to fuse both elements seamlessly together. Experiential Marketing for B2Bs In recent years interest in B2B experiential marketing has grown and some of the initial hesitation surrounding it has been replaced with a working understanding, when to do it, and how it stimulates ROI. For B2Bs, experiential marketing is generally less obvious, with the focus often on services (for example) in place of B2C exciting product launches. Oftentimes the B2B budget is also stretched. However we are seeing marketers begin to recognise the potentials that the experience can offer consumers. “The success of brand experience within the B2C market has not gone unnoticed, and B2B marketers are waking up to the potential of brand experience. However, there is a long way to go before they catch up with their B2C counterparts.” – Graham Ede, Ion Group 3 Examples of B2B experiential marketing Location with B2Bs can be one of the major barriers, and while it may not be easy to do experiential marketing in quite the same way as B2C, there’s certainly room to employ some of the same principals. Creating sensory interactions that promote core feelings of trust, and awareness of your product or services is central to this. Fulcrum marketing in public spaces – Linked with experiential, some marketers use a form of Fulcrum marketing. They tend to hold this drive in places where there are high concentrations of business buyers. Branded promotional staff can offer business people the opportunity to enter in a promotion, or sign up to attend an event whilst promoting the benefits of the product.  demonstrations & reward – as part of a targeted marketing strategy, those in the IT space can offer information via webinar or video, which can showcase some aspects of the technology solution. Some marketing and web-based tools such as  offer a free trial period, together with online coaching via Skype. This allows the user to build confidence in using the tool, and to experience all of the benefits of the trial period. At the end of the trial period (7 days), the participant is given a report with feedback on how well they have used the tool. Then they are awarded a certificate. Surprises and games – Surprising customers by showing up where they least expect you, gifting them, or sending them a card is a way to provide an out of the box experience and drive brand awareness. Another option could be to exhibit at a partner’s event as IBM did. Their interactive stand came complete with a candy bar, and plasma screens which posted live tweets from event attendees. Digital technology such as apps and games are also opportunity areas, and while often costly, look set to become more widespread and affordable in future. Experiential marketing reflects the growing importance of emphasising emotions to build successful brands. Digital media offers expanding opportunities to offer such experiences. In the ever-competitive B2B marketplace, it’s no longer enough to rely on traditional modes for lead generation. B2B marketers need to consider the complete kit that is available to them including; social media, mobile, search, paid advertising, print, telemarketing and increasingly placing emotion at the heart of it all with an experiential approach.

Local Marketing Supplier in pune

Build Winning Advertising Agency

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OK, Let’s Go…

When I owned Citrus, my Portland and Bend Oregon advertising agency, I woke up every morning (and even some nights) thinking hard about my agency’s business development program. I lived as if Nike, our largest client, was about to walk out the back door along with its revenues. I bet as an ad agency owner or manager you have rough nights too. One of the things I knew I could and should do was to manage this back-door issue was to have an active, I stress active, new business plan in place.

Here are some (I stress some) of the elements of my new business plan. They helped me grow Citrus (with new clients like Harrah’s, LegalZoom, Nike and the Montana Lottery). I hope my insights help you grow your agency.

Execution Rules.

When I set out to write this advertising agency new business post I didn’t think that it would be this long – a warning to the ADHD types. But, advertising agency new business planning is complex and is getting more complex every day due to the rapid changes in our industry and technology. That said, the devil in business development, you know what’s coming, is in the detail. Success is all about execution.

For example, running a successful inbound biz dev program that attracts market attention must be based on a sound strategy and smart agency process if you want to run a 24/7 sales program. Staying the course is critical.

The Communications Agency Business Plan. First Things First.

I have never been able to construct an effective business development program without first having an agency business plan. The business plan should include (at least):
  • Your agency’s business and business development objectives
  • An assessment of your current strengths and weakness (I have all of my clients do an internal SWOT analysis)
  • A competitive agency positioning (specialization is a good thing)
  • An analysis of your space in the world – as in, why would a client hire you?
  • Clear target market objectives and target market personas
  • A service plan (it might mean adding new services)
  • Your inbound and outbound (think Account Based Marketing) plan
  • The very important objective of running unignorable messaging
  • A dedication to being consistent and efficient – as in having a process

Your business plan should also help you plan for your future in the evolving world of marketing communications. I think that client confusion with the evolving state of advertising and marketing – this includes big and small clients – makes today a great time to be an agency. Winning agencies are resolving their business challenges, crafting the right services and guidance and, importantly, are willing to modify their business model to avoid disruption to achieve success.

It is also imperative that you develop a roadmap for how to grow your current agency to become the agency of the future. The market, communication platforms and client expectations are changing rapidly. Assess your current strengths, weaknesses and how your agency expertise and personnel are going to stay ahead of change (do an annual SWOT analysis).

Change can be very profitable. What if you could restart your agency using a blank sheet of paper? Would you build a replica of your current agency or would it look dramatically different? If you think that change is in order, you better get started. Here is a powerful mantra from General Eric Shinseki. 

“If you dislike change, you’re going to dislike irrelevance even more.”

The Agency New Business Program – Join The 34%

Armed with your business plan you can get ahead of your competitors by having a comprehensive new business plan. Most agencies do not have a plan. Get this industry research… 66% Of Advertising Agencies Report That They Do Not Have a Business Development Plan. This Is Lunacy! Your plan should include most, if not all of the following:

Conduct an agency brand review to determine if your current brand and services deliver market differentiation; build a positive reputation; generate incoming client interest and attract talented employees.

Create a set of ‘buyer’ personas so you know exactly what type of client you want and how they think and act.

Have a compelling agency brand story that is driven by your history, products, services and your personality. Need help? Read Seth Godin’s “All Marketers Are Liars.”

Managing the Process.

Unless your phone is ringing off the hook, your agency’s new business program must be an agency priority. Agency leadership has to be actively involved with establishing new business objectives, strategic planning and execution. Stay on top of the process. Have at least bi-monthly new business planning meetings.

Business development is 24/7. Your digital marketing program and management and staff activities must be ongoing and consistent.

Hire a Business Development Director to help manage the new business program and act as the agency sales leader or hunter. This person’s key job is to get meetings with the right prospects. Use my Business Development Director’s compensation plan to orient their focus.

Stimulate and empower others in the organization to participate. Everyone is responsible for growth. Best case, they will come up with a marketable new service. At the least, they should be keeping their eyes open for leads.

Prospecting.

Prospecting is a long-term play and takes time. Be prepared, persistent and patient.

Use Account-Based Marketing. An ex-Microsoft exec, a client of mine, recently lauded  Account Based marketing. He described it as something “new”. I quickly recognized it as ‘targeted sales’ and laughed. Whatever… it works. Here is a Wiki definition.

Account-Based Marketing (ABM), also known as key account marketing, is a strategic approach to business marketing based on account awareness in which an organization considers and communicates with individual prospect or customer accounts as markets of one.
Simply put –> ABM = Targeted Outreach = Direct Interest = Sales. This is a big subject worth studying. It’s all about identifying the target company and its people and then having a sound plan to reach them with the information and insights they will want to read.

Manage an active Excel prospect database and/or CRM system. If you have to, keep it simple – use a pad. But, do it.

Build an “A-Level” prospect list. Establish selection criteria and do your research. I’ve always thought that there are three types of desirable clients: Those that pay well (that means they are profitable); those who demand great work; those who are famous and enhance your reputation. Two of the above are good. Pay well is best. My agency’s client Nike had all three.

To build up-to-date lists I’ve used the services of The List Inc., Red Books and LinkedIn. You can also hire interns or go offshore for worker bee assistance.Build an email list to keep all prospects, clients, and associates aware of agency thought leadership, news and growth.

Advertise. Yup, test targeted advertising on LinkedIn (via your corporate page); ditto on Facebook and Twitter.Referrals are good. Manage your referral process. Periodically ask your friends, family, business associates, employees (many don’t think about new business) and current clients for referrals. have a referral system.Track the career path and whereabouts of past clients. LinkedIn notifications could become your best friend.

Read business publications, industry trade press, and pertinent websites. To manage agency time, assign information buckets to different staff members. Get past just reading the same trade press your competitors read.

A Word On Incoming. Pitch less.

Pitching and even working on everything that rings the doorbell can be a mistake. Qualify the lead. Pitching the right accounts will increase your batting average. Pitching the wrong accounts will sap your agency’s energy, cash and time. Read my book on pitching if you want to find out why pitching everything that raises its hand can put you out of business. Remember, you have a business plan that lays out the type of clients you want and can win.

Business Development Tools.

Years ago I heard Jonathan Bond of New York’s Kirshenbaum Bond make this comment about new business activity: “I don’t know what works so we do everything.” Here are some tools worth considering.Make sure that you have an agency website that sells. The great majority of agency websites do not. Get past brochure-ware. Here are some blog posts about how to create winning, sales-oriented agency websites.

Maintain sales pressure. Schedule your outbound marketing to keep up consistent sales pressure — you can’t tell when a prospect will have a new project or an AOR account looking for a new agency. I’ve always made it an agency priority to send out high-value emails at least every four to six weeks.Deliver high-value thought-leadership. Clients are looking for strategic agencies and solutions to their pain points and objectives. But, keep in mind that you are not the only thought-leader on the block. There are zillions of Google results for “best advertising blogs”. To beat these horrific odds you need to become a narrow-subject thought-leader to break through the clutter. Its way better to become a niche advertising or category expert than be a Me Too generalist.

Be smart. Before you make any calls, do basic research so you know about your prospect’s business, possible pain points and what sales messages might resonant. Have a smart sales script that puts the client first. Remember the rules of Account Based marketing.Want more inbound? Get your brilliant thinking out there via a strategic social media program. Blogs (uniques blogs that is), Twitter, LinkedIn, Facebook (sponsored posts work hard for me) and the strategic use of Instagram and Pinterest (yes, Pinterest) will take time — but work. Don’t forget SlideShare, YouTube videos and good old-fashioned white papers, monthly emails and speaking engagements. Get your brains out there and make the client you want you by looking like you can help them get their bonus.

Do not overreach. One of the keys to social media success is selecting platforms that your agency can manage on a day-to-day basis. There are a lot of empty agency blogs and Twitter feeds that do much more harm to reputations than good.

Be efficient. Optimize and integrate everything you do. Try the Rule of Five. Amplify everything you do by five. The white paper goes in the mail (yes, mail); on your blog; on your LinkedIn page; out via Twitter and on SlideShare… You get the idea.
Run events for prospects and clients. My agency Citrus got senior executives from Facebook, Google, Google Maps, LinkedIn and Yahoo! to speak at our own Portland “Meet the Makers” events. We just had to ask nicely.

Turn cold calling into warm calling. Yes, the phone still works – if handled with care. I like to soften the prospect with a series of insight-rich thought leadership mailings (if it’s email you will see if has been opened) and then call early to reach the key prospect before their day begins or to leave a mini-pitch voicemail. Consider having a script handy.Email. Yes, email still works and volume is now being driven by increased mobile usage. But, make sure your emails have value and don’t overwhelm. KISS works here.

Another big point: having an agency video on your website is nice (actually, I think it’s critical). But, having a video that goes beyond just being there to getting watched and passed along by your target audience because it provides value is way better. If your video drives incoming interest, tells your agency’s story and builds chemistry, you will drive lead generation. It is all about how you execute.Be different… Sometimes it is good to break out of digital… A personalized letter, as in paper, or mailing just might break through the digital clutter. How about an agency zine?

Think even more different. Over the years, I’ve used online surveys, postcards, music CD’s, etched wine bottles, targeted micro-sites, digital mad libs (yes, mad libs); books like Jeffery Abrahams’ “101 Mission Statements From Top Companies” and even Krispy Kreme donuts to get meetings. Here is a case history for a food-smile-based program that announced our new Portland office. We delivered a box of hot Krispy Kreme doughnuts and a personalized digital promotional program to generate awareness and smiles.Get out of the office and go to events to hear new ideas and meet new people. Join relevant groups and organizations.Guest post to get more eyes on your thinking. See what I’ve done with my friends at HubSpot. Writing for them even got me a speaking gi at their huge fall event.

Create some buzz. PR is your friend. I highly recommend that you think of PR as an essential business development tool. Win creative awards. Go get some EFFIE’s to support your ROI story. But, watch the award budget.

First Meetings.

Whatever solicitation marketing you did worked and you landed a meeting. Here are some first meeting basics:
  • Keep it simple. don’t overwhelm the clients.
  • Listen: Probe for problems. Consider going beyond solution sales to tell them what they should be worried about. For more on this sales technique, I suggest that you read “The End of Solution Sales” in the July – August 2012 issue of the Harvard Business Review.
  • Sell something special: Deliver a USP.
  • Deliver an unignorable insight. Ask me about how to use Google’s consumer research.
  • Make friends: Work the chemistry and dazzle.
The master goal: Get a second meeting to keep the dialog going.

RFPs.

Getting an RFP is like getting asked out on a date or for a test-drive. You should be flattered — but. To manage incoming, build a RFP decision matrix. You should quickly have an idea of which RFP’s to respond to and which aren’t worth the effort. RFP responses always chew up agencies. Make sure that this date is worthwhile.If it’s a go, ask for a meeting to discuss the RFP. If the client is unwilling to give you some time, you might want to pass. Read up on why you might want to NOT pitch that account.Here’s a decision matrix…do not Pitch that account! 

Keep your response lean. Chances are that the client has asked for too many responses and could become brain-dead by the time they get to yours. Make sure you answer every question in the RFP before you go beyond what they are asking for.Once you have ticked all the client boxes, go beyond. Don’t forget to include agency personality and consider an “Easter Egg” surprise element.

Pitching.

Oh, the uncertainty. Does the client have a favorite? Is this a strategic search or just a scheduled management or procurement exercise? Does the incumbent have an advantage? What type of agency is the client actually looking for? Who is the key decision maker? Do you present what they are asking for or what you think they need? Helping to understand the client’s motivations is where your most experienced management comes into play.

Pitching is an art. I’ve been pitching new business since the 80’s, ran business development at Saatchi & Saatchi in New York and London and pitched often for my own agency. OK, I admit it… I want you to buy my book on pitching and presenting. You can buy it at Amazon right here.

Here are what I believe are the primary elements of a perfect pitch process. This is only a topline list.
  • Pick a pitch leader and the right team for planning and writing.
  • Watch your costs. Create a budget. We have all seen pitch costs gone wild.
  • Create a timetable that includes strategy development, creative development and staging and rehearsals.
  • Consider building a war room, it can be an online war room, to help focus your effort.
  • Determine the client, category and customer issues and opportunities and make sure you address them.
  • Use research to support your strategic insights. But, note that the other agencies might be doing the same. That said, clients are always interested in seeing brief strategic videos of their customers talking about their products and services.
  • Determine and manage how you communicate your strengths and manage your weaknesses. Consider doing an agency SWOT analysis through the client’s lens.
  • Talk more about them than you. Actually, talk much more about them.
  • Act like you really want the business. Surprisingly, I’ve been told by clients that not all agencies know how to look interested.
  • Pitches are theater. Stories are better than endless credentials. Case histories are better than showing endless amounts of work. For inspiration, watch Steve Jobs.
  • If you can, get the client to come to you. I’ve pitched in too many soulless client boardrooms or hotel conference rooms. It can be a buzz kill.
  • If you have to go to them, find a way to scout out the room and equipment ahead of the meeting.
  • Put your best presenters in the room. Don’t include talented but uninspiring people simply because it is their turn or that they worked on the pitch. I’ve made this mistake. It’s a bad one. Get ahead of the problem and train your team on how to present. Do this now.
  • Don’t forget to smile. Interpersonal chemistry wins pitches.

Conclusion.

The business of running an advertising, digital, experiential, design, PR agency is hard work. Too many agencies sound alike. Clients are skittish and are overwhelmed by choice. It is therefore essential that you create and run a business development program that makes you a stand out candidate. That means that you need to look and sound like an agency that can clearly meet a client’s needs. That means that you need to have a standout brand and sales proposition. That means you need to both target the clients you want and are able to be found by them when they are out looking for you.

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