| Your Name and Title | |
|---|---|
| Jeremy Vannatta, VP, Account Director | |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences. | |
| AbelsonTaylor group is a full service independent advertising agency focused on healthcare. Our mission, which we follow and consider a living mission is to help people choose better healthcare. We have all the functions and abilities of a large network, but are not burdened by their size and structure so we can more nimbly meet the needs of our clients. | |
| When you consider organic revenue growth with current clients, specifically, where does your agency most need to improve? Answer as best you can, based on your role and involvement in this area. | |
| I think we need to stop just introducing new products and services that we have a mandate to upsell and to start getting back to understanding our clients' businesses. Once we do that, we can isolate problems. Problems are opportunities for us. If you can identify a problem, get your client to recognize it, and provide a cost-effective solution, you are "selling" without "SELLING". You are proving greater value to your clients, keeping their goals and brand in the forefront of people's minds. | |
| How consistently does your team write and execute a detailed written organic growth plan for each account you work on? This includes objectives, actions, timelines, and accountability. | |
| Not at all | |
| What are some of the proactive initiatives you’ve attempted to create organic growth on your accounts? Please explain what has been more successful and what has been more challenging. | |
| N/A for CSL and G1 | |
| On a scale of 1 - 5, how well would your clients say your agency understands and addresses their business (and category-specific business/marketing measures)? For example, in Lodging, the measures are defined as Rate per Occupancy, Duration per Occupancy, and Inbound Inquiries. For Subscription Software, the measures would include License Sales, Monthly Recurring Revenue, Renewals, Lead Generation & Conversion, etc. | |
| 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” | |
| On a scale of 1-10, how well do you base your presentations on a new and unexpected strategic target audience insight vs. a predictable target audience insight? In other words, how well do you always have something brand new to share about the client's target audience? (10 = we are always strong in this area) | |
| 4 | |
| On a scale of 1-10, how well do your presentations always include a new and unexpected approach/concept/program idea? (10 = we are always strong in this area) | |
| 5 | |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendation? (10 = we are always strong in this area) | |
| 8 | |
| On a scale of 1-10, how well are your strategy and execution presentations backed up by an irrefutable logic trail? (10 = we are always strong in this area) | |
| 7 | |
| Which AI tools are you currently using in your client work? Please list each tool along with why you are using it, frequency of use, and how well it is working for you. | |
| LLMs (Chat GPT and Claude) - I am using it 99% for researching things like other branded products whose infused products are described as "clear to yellowish in color" or to find examples of logos in pharma brands where a dose is listed that is not the recommended dose [like "BrandName (nonprop name) 5 mg, 15 mg, 20 mg"] for a Brandname where the recommended dose is 10 mg, 30 mg, and 40 mg | |
| Do you have a target audience journey model (e.g., path to purchase) for each account that you work on? If so, how are they used on a day-to-day basis, whether internally or with the client? | |
| We use journey modeling on some accounts, on a case-by-case basis. | |
| Any final thoughts for us as we prepare to lead you through the training program? | |
| I'd be interested to know if leadership would consider non-billable new biz work/jobs for teams to dedicate time on organically growing their clients work. From a cost to the agency I have to believe there is a greater ROI on organic growth vs. new biz investment. I'd also like the team to consider adopting a "never-settle mindset" or "replaceable mindset" - just because we've been awarded the business doesn't mean we have total ownership. We can call ourselves an AOR, but we should stop thinking AOR comes with a sense of entitlement. Treat our agency/brand as aggressively and competitively as we would any one of our clients brands. The competition is always coming. Our customer minds can always be changed by another agency/brand. | |
| Please list any Mirren training programs, workshops, webinars, or conferences you’ve previously attended. | |
| N/A | |