| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Luisa Banks, VP Marketing and Business Development | 39, doubled in the last 5 years. |
| Jon Headlee | 40 total, increased by 30% since 2019 8 are remote across 7 states |
| What are the total revenues for the agency (substitute & indicate billings if this is the only available number): | |
| Luisa Banks, VP Marketing and Business Development | see answer from Jon |
| Jon Headlee | 15 MM |
| List your clients for the past 2 years (grouped by industry category, indicate past/current client). Cut and paste from another document if this helps. | |
| Luisa Banks, VP Marketing and Business Development | Peterson Health | Regional Health System | Kerrville, TX Logansport Memorial Hospital | Community Hospital | Logansport, IN Deaconess Health | Regional Health System | Evansville, IN Hamilton Health | Community Hospital | Dalton, GA Kettering Health Network | Regional Health System | Dayton, OH Trinity Health | Regional Health System | Minot, ND UT Health San Antonio | Academic Health System | San Antonio, TX Witham Health | Community Hospital | Lebanon, IN White River Health System | Regional Health System | Batesville, AR Willis-Knighton | Regional Health System | Shreveport, LA Foot Solutions |
| Jon Headlee | We are 100% Healthcare -- Hospitals and Health Systems Kettering Health - Dayton, OH UT Health - San Antonio, TX Trinity Health - Minot, ND Peterson Health - Kerrville, TX Willis-Knighton Health - Shreveport, LA Deaconess Health - Evansville, IN Witham Health - Lebanon, IN Logansport Hospital - Logansport, IN Foot Solutions - Atlanta, GA Hamilton Health - Dalton, GA San Juan Regional - San Juan, NM Past AU Health - Augusta, GA |
| Bullet point the services you offer your clients: | |
| Luisa Banks, VP Marketing and Business Development | Strategy, Creative + Branding, Digital, Media |
| Jon Headlee | STRATEGY Annual Marketing Planning Strategic Planning Market Research Market & Business Development Service Line Growth Strategy Marketing Operations Integrated Communications Planning Consumerism Strategy CREATIVE Brand Strategy Brand Story Brand Activation Brand Storytelling Creative + Content Development MEDIA Service Line & Growth Campaigns Customer Lifecycle Marketing Full-Service, In-house Traditional & Digital Media Strategy, Planning, Buying DIGITAL Digital Strategy User Experience & Interface Design Web Development & Technology Data Analytics + Reporting |
| What percent of new revenue comes from the following sources: | |
| Luisa Banks, VP Marketing and Business Development | |
| Jon Headlee | 6-10% |
| Expanding on your answer above, how has most agency revenue growth come in? | |
| Luisa Banks, VP Marketing and Business Development | existing clients; we brought on one small new client project and one tier 3 client in December of last year |
| Jon Headlee | Trade Show - Booth awareness and connections, speaking and personal show networking Prior Prospect Nurturing Client Referrals Targeted Prospecting and Inbound leads to our website |
| How many Competitive Reviews/RFPs do you expect to enter this year? | |
| Luisa Banks, VP Marketing and Business Development | Last year we answered 5 (didn't make it to Round 2 for two; lost one; COVID caused a hold on one after initial submission; we opted out of one in final stage due to prospect asking us to lower our price below $250K) |
| Jon Headlee | RFP -- 4-6 per year - (based upon past experiences) |
| Do you have any qualification criteria for new business opportunities? Please explain. | |
| Luisa Banks, VP Marketing and Business Development | Budget, $250k + Timing, is it possible? Personality What does their selection process look like, how many are invited? How do they know of Ten Adams |
| Jon Headlee | Hospital/Health System Academic Medical Center/Children's Hospital Initial project opportunity of $100K, prefer $250k, with opportunity to grow to $500k+, Ideal Client would be $1-3MM in total revenue. No more than 50% of revenue to be media. Organizations Financial Performance Benchmarks Organization Size and Locations Internal team structure |
| Have you done any outbound business development over the last 2 years? If so, please explain. | |
| Luisa Banks, VP Marketing and Business Development | Previous Outbound Strategy: Demand generation campaign Goal: Generate brand awareness. Sent direct mail piece to targeted purchased list and followed up with automated emails/calls from purchased list Out of 522 contacts, only 43 showed any level of engagement in the past year Out of 320 organizations targeted, only 70 fall on our new Top 300 list New Outbound Strategy: Sponsored lead generation campaigns through "Strategic Healthcare Marketing" Webinar: March 10; White paper promotion starts April 15 Goal: Connect at the point of consideration; Success Metric: Engagement Webinar (Executive Visioning) and White Paper (Branding | Kettering) Nurturing leads with follow-up email campaign and direct mail/LinkedIn connections 65% of leads are on our Top 300 List/ICP; 20% Level Ten; 15% Not ICP |
| Jon Headlee | Yes, last two years have been difficult to measure because of COVID, however prior to that we purchased lists, have sent agency introduction mailer, followed up with phone, email drip campaign. We have a monthly email newsletter and in past have conducted 1-2 webinars per year. We promote via email/social our speaking engagements and trade show exhibiting/attendance. |
| What strategic resources do you make available to your teams? For example, do you have any proprietary strategy, research, data, tools, or any services you subscribe to? | |
| Luisa Banks, VP Marketing and Business Development | American Hospital Directory |
| Jon Headlee | Nothing formally we subscribe to AHD.com is a resource for hospital data. We have access to some past (2-3 years) resources that give us insight to prospect organization structure and services. |
| When you consider Competitive Reviews, specifically, where does the team most need to improve? Where is the greatest opportunity for the team? | |
| Luisa Banks, VP Marketing and Business Development | consistent positioning with proof of impact to prospect's business (either through case studies or clear understanding of business goals) |
| Jon Headlee | We need to tighten up how we position, show and sell our services - specifically digital when we are in a digital only conversation. We have been blessed with great clients that trust us to help them in new areas of their organization beyond traditional marketing and adverting, but we have not translated how to sell additional services effectively into new prospective opportunities - which are sometimes other departments, HR, Business Development and the C-Suite. We do the work well with existing clients, but we have not had to sell this work in a competitive situation, so our story is not a "sharp" as it needs to be to stand out and get noticed and then chosen. We are too vague in some areas of our proposals, because in the early stages there are many unknowns. We are perfectionists, so we don't want to give information that may not be accurate at the time we are being asked to provide the details, therefore it can come across as soft or not clear and therefore not helpful to our prospects. |
| Is there anything else that would provide insight into your new business goals, opportunities or challenges? | |
| Luisa Banks, VP Marketing and Business Development | see sharepoint folder |
| Jon Headlee | Because we are healthcare only focused, we have deep category knowledge and experience and a team of experts that we have not effectively or consistently leveraged to showcase our true level of areas that we can help marketing teams - get more effective work done faster. Our site is too portfolio driven with too many bigs words and not as clear as it should be. It's not built with a B2B focus to get people to connect with us -- we are working on a new site in the 3-4 months. Opportunity: We have dedicated BD leader and two other support members to consistently execute what ever we design, develop and have the capacity it make it happen. |
| If any, how do you see these sources of revenue growth changing in 2022? Include Expected Revenue Change: | |
| Jon Headlee | 0 - 5% |