| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Annemiek Hamelinck, general manager | I have worked in PR since 1994 and at agencies since 1997. The first three years I had a public affairs role with the City of Arnhem in the Netherlands. At agencies, accounts have varied from the very smallest to some of the brands in the world with a focus on tech. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Background in library science. I have worked at B&O/H+K for 18+ years, previously worked at Cunningham Communication for three years at library manager. Have worked primarily to support the account teams with research needs, but have expanded to include client account work to support analyst relations efforts with several large tech companies. |
| Danielle Tarp, Vice President | I've been in PR for nearly 8 years with a focus on enterprise B2B tech. I have been at Blanc & Otus for nearly 4 years, worked at a smaller boutique agency for 3 1/2 years. Currently I work on a mix of technology accounts including Hootsuite, Polycom, DoubleDutch, Open Interconnect Consortium, Kony and VMware. |
| Drew Smith, Account Supervisor | I have nearly nine years’ experience in tech PR in the enterprise tech, B2B, cleantech and consumer tech sectors. In my career, I've played an integral role in executing corporate and product-focused communications campaigns for some of the world’s leading enterprise technology brands including Oracle, HP, Sun Microsystems and AMD. I have also led PR campaigns for clean tech companies including Comverge, Space-Time Insight and InterSolar. Specific technologies I have deep expertise in include IT hardware and the data center; database software; big data and data integration; networking and virtualization; software and hardware for electric utilities; applications and middleware; cloud; and open source. Prior to Blanc & Otus, I spent 3+ years at San Francisco-based tech PR agency Bite Communications. |
| Nicholas Porter, Account Supervisor | In-house experience: marketing coordinator for Deathwish, Inc. - internationally recognized independent record label with major label (SONY) distribution. EAB Booking: music management - show promoter, booking agent and tour manager. Agency experience: The Barnett Group, Matter Communications and PAN Communications - all tech-focused agencies. Major accounts worked on: SAP, Carbonite, iGATE, Black Duck and more. |
| Natalie Pridham, SAE | I've worked on both B2B and consumer clients in smaller agencies. |
| Simon Jones, SVP | I have worked at B&O for almost 13 years - 5 years in London and 8 years in SF. https://www.linkedin.com/pub/simon-jones/17/469/585 |
| Tris Clark, Director of Influencer Relations | In the UK: Started work in-house doing PR with a disability charity. Next step was tech PR with a boutique agency - mostly focused on start up clients, with some larger names (Citrix Online). Joined H+K Strategies to do Analyst Relations work. Clients included Microsoft, Cisco Small Business and Motorola Solutions. I moved to join the H+K San Francisco four years ago to head up AR for the HP Security Products group. Since joining B&O - two years ago - I've helped clients like Oracle and various security and network clients with high-level message testing, analyst audits and product launches. |
| Kristin Reeves, SVP | I have been with B&O 17-years, always on the client-side. In addition I run employee engagement for the agency on the operations side. Throughout the years I have run accounts of all shapes and sizes, from start-ups to divisions of large corporations including HP and Oracle. |
| Jen Smith, Account Supervisor | I've spent 6 years on the agency side and 1 year in house doing comms at a sales software startup. In the 6 years on agency side I've worked on consumer accounts (food/bev, fashion, non profits, health/wellness) and tech (apps, startups, gadgets & devices, cloud storage, etc.). |
| Neil Desai, Senior Account Executive | Blanc & Otus - 4.5 years; client-facing experience: 3 years; currently first point of contact on three accounts; experience predominantly in B2B enterprise tech |
| Chris Navalta, Account Supervisor | Prior to Blanc & Otus, I worked at Graham & Associates, a boutique agency located in Union Square in San Francisco. My clients ranged from sports and consumer lifestyle, to non-profit, health & wellness and B2B technology. With Graham, I was a Senior Account executive, so I was a primary contact for most of my clients. |
| Neil Torres, Account Supervisor/Meda Strategist | More than 10 years of tech PR experience all on the agency side, primarily focused on media relations outreach/strategy development and client experience includes the likes of salesforce.com, Qualcomm, Hootsuite, Thinfilm (IoT) and Dolby |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Annemiek Hamelinck, general manager | For the past many years business development have been one of my primary areas of focus. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Primary role in support new business efforts is preparing research briefs and situation analyses. I have also played role of project manager in pulling together RFP responses and owning review of presentations. |
| Danielle Tarp, Vice President | I have been fairly involved in organize growth and new biz for the agency. Recently I've been successful at winning new business from old clients. This typically doesn't require a formal pitch and I've found is a lot easier to engage. |
| Drew Smith, Account Supervisor | I've played an active role in new business efforts throughout my 5 years at Blanc & Otus, including being a key team member on successful new business pitches for Saba, Space-Time Insight, and Pluribus Networks. I've also helped organically grow current client accounts with my efforts on content creation and social media, most notably securing extra budget for both initiatives on the Axway account. |
| Nicholas Porter, Account Supervisor | New Business: from prospecting to final client pitching, I've experience across the entire spectrum. Organic growth: experience securing organic buy-in on products and services from clients. |
| Natalie Pridham, SAE | I've helped research, put together and present new business presentations. |
| Simon Jones, SVP | Lead new business teams and responsible for helping drive organic growth across accounts |
| Tris Clark, Director of Influencer Relations | Two fold. Helping pitch new business in my Analyst Relations capacity (sometimes in a PR capacity as well). I also compile research on new business targets via analyst inquiry with Gartner, IDC and Forrester. I also blog for B&O on AR best practice, with an increasing emphasis on message testing and development projects. |
| Kristin Reeves, SVP | I always pitch in on the idea generation and brainstorming side of new business. However, I have inconsistently participated in pitches due to a lack of open hours. I have been on a number of winning pitch teams, including the Oracle pitch. But most recently led two that were not successful, AppAnnie and Castlight. There was some politics in both - but perhaps if we dazzled more those would have been overlooked. |
| Jen Smith, Account Supervisor | I'm pulled in for new business opportunities to develop the plan with the support for an SVP and typically an AE or two. |
| Neil Desai, Senior Account Executive | participate with new business pitches (research and pitches) |
| Chris Navalta, Account Supervisor | I have been with Blanc & Otus for a little over a year and I have participated in three New Business meetings. Much of my role in new business focuses on media relations and content management, as these two areas are my strengths. In one of these new business meetings, I led the pitch because it was a former client with my prior agency, so this became a new business lead for B&O. I have also brought in one new business client (You Technology) and have a lead for another potential client (Demand Solutions Group). |
| Neil Torres, Account Supervisor/Meda Strategist | In new business meetings, positioned as the primary media relations guru |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Annemiek Hamelinck, general manager | We have a long history in tech and have helped put some of the biggest name in tech - LinkedIn, Oracle, Facebook - on the map. Our sweet spot is in working with disruptors - companies that are making or are due to make a big impact in their respective industries. We create and tell their stories, in innovative ways, using multiple tools and channels. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Blanc & Otus is a high tech PR agency that operates as a boutique backed by global reach and capabilities of parent company Hill+Knowlton. We have a long legacy of having worked with some of the most iconic brands in tech. We have an amazing team of talented PR professionals with decades of experience across a multitude of technology markets including mobile, B2B enterprise software, consumer tech, marketing technology and others. |
| Danielle Tarp, Vice President | Blanc & Otus is a boutique tech communications agency that works with both B2B and B2C clients. We focus on companies that are truly disrupting their respective industries to drive their strategic communications programs - from traditional PR to social and content development. |
| Drew Smith, Account Supervisor | Blanc & Otus is a long-established agency with 30 years of expertise in enterprise and B2B technologies. We're a group of intelligent, forward thinking individuals who prioritize understanding exactly what our clients' communications goals are, and doing our very best to help them reach them. And we don't guess - we're highly committed to becoming experts about our clients' industries and needs before making any recommendations. |
| Natalie Pridham, SAE | Blanc & Otus is one of the longest standing enterprise tech PR agencies in San Francisco. We are a group of tenacious, scrappy professionals who aren't afraid to get dirty. We like to think outside the box and bring big and creative ideas to the table. |
| Simon Jones, SVP | Founded in 1985, B&O is a boutique tech PR agency based in San Francisco that is part of WPP, the world’s largest global network of marketing communication firms. This enables our clients to have the best of both worlds – the personalized and specialized services of a boutique firm and the reach and resources of a global network. |
| Tris Clark, Director of Influencer Relations | Blanc and Otus is a smart, dedicated and agile team that loves technology. We know how to tell an exciting story about your technology, how it works and why it matters. We use smart research and creative thinking to develop the right narrative, messages and approach that will help you grow your business. |
| Kristin Reeves, SVP | Blanc & Otus is the longest standing technology boutique PR agency in San Francisco. We have a long history of helping underdogs get their day in the sun and market leaders to continue to disrupt and stand out in the face of increased competition. From content creation and social, to media and analyst relations, we are scrappy, we are creative and we are dedicated to delivering a 5-star experience to our clients. |
| Jen Smith, Account Supervisor | Blanc & Otus is the industry's most experienced tech communications agency. For nearly 30 years we have delivered impactful campaigns for innovative start-ups and global brands, including Dolby, Facebook, and Oracle. More than anything, we are a tribe of creative, collaborative, competitive and well-connected professionals who love what we do and the clients we serve. |
| Neil Desai, Senior Account Executive | Blanc & Otus is a leading technology public relations agency that works with a diverse range of technology companies. From startups to enterprise, consumer to B2B, Blanc & Otus services organizations' entire communications programs, including media relations, social media and content development. The agency underpins activities with a strategic mindset geared towards storytelling designed to promote market differentiation and word of mouth. |
| Chris Navalta, Account Supervisor | We are one of the top tech agencies in the country. We specialize in a variety of services, from traditional media relations and messaging to social media and content marketing. We're a passionate group who lives, breathes and eats technology and PR. |
| Neil Torres, Account Supervisor/Meda Strategist | Blanc & Otus is the premier boutique technology PR agency backed by the worldwide network of service offerings from parent company Hill & Knowlton |
| Now bring the agency to life. You have certainly been through this exercise, however applying it to your agency agency can be quite revealing in understanding more about your "DNA". If the agency were a car, what kind would it be? What color? Why? | |
| Annemiek Hamelinck, general manager | I'd like to think we're a Volkswagen Karmann Ghia: retro, unique, something quite special, something to know and love, surprising. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Green Fiat 500, kind of cool, but not a Mini or something really flashy |
| Danielle Tarp, Vice President | The agency would be a Lexus IS300. The color green. I say Lexus because it is a durable car, dependable yet up with the times. A smaller model as we are a smaller agency. 300 version because we are fast and nimble. Green because we challenge the status quo and aren't afraid to think differently. |
| Drew Smith, Account Supervisor | A red Audi. Audis are highly dependable and well-engineered, and will get you to where you're going in the most pleasant way possible. Red cars also exhibit passion and verve, which is what Blanc & Otus has. |
| Natalie Pridham, SAE | Blanc & Otus is a '76 mustang. It's powerful and has gone a lot of miles but in need of some work. It's black to nonchalantly show off it's "cool" factor. |
| Simon Jones, SVP | Audi, red Audi is owned by the world's largest car manufacturer (just as B&O is owned by the world's largest marketing communications firm), but has a unique brand/image that is targeted at a specific audience (just as B&O is targeted just at tech brands). Audi also challenges the status quo (BMW and Mercedes) in its markets, just as B&O provides an alternative for organizations that want more than a boutique, but don’t want to be lost in a big agency |
| Tris Clark, Director of Influencer Relations | The Batmobile (tumbler version). Black stealth coating. Tough, adaptable and ready for anything. |
| Kristin Reeves, SVP | Great question. While I naturally though of "the ultimate driving machine," I don't think we are as pretentious as the BMW image. So, I am going with a Mini Cooper. We are small, nimble, but still have the cool factor. I would say a red Mini Cooper, as we stand out, but right now don't have the "edge" of something like a yellow or electric blue. |
| Jen Smith, Account Supervisor | A mini because we are small but powerful, a little playful and quirky but super dependable. |
| Neil Desai, Senior Account Executive | A black Honda Accord - reliable and strong quality but not necessarily groundbreaking |
| Chris Navalta, Account Supervisor | I would say we are a red Tesla. Red because we stand out, a Tesla because we are equipped with the necessary (and advanced) technology services and are passionate to provide the best quality product for our clients/customers. |
| Neil Torres, Account Supervisor/Meda Strategist | Any type of sleek, luxury sedan black or silver. We're not a huge agency in terms of size but our services our top tier and timeless/classic (30 years and counting) |
| List the top few agencies that you do/will compete against most often. | |
| Annemiek Hamelinck, general manager | Highwire, Nectar, Bateman |
| Jay Andersen, VP, Market Insights and Analyst Relations | Outcast Bateman High Wire |
| Danielle Tarp, Vice President | Highwire Edelman Bite Bateman Group |
| Drew Smith, Account Supervisor | Atomic, Waggener Edstrom, Edelman, Weber Shandwick, Text 100 |
| Natalie Pridham, SAE | Shift PR, Outcast, Text 100, Edelman, Bite |
| Simon Jones, SVP | Bateman Shift Horn Eastwick Spark |
| Tris Clark, Director of Influencer Relations | Outcast, Shift, Burson (North By Nine), Lewis, Atomic PR, Edelman, Nectar PR |
| Kristin Reeves, SVP | Outcast Nectar Bateman (to a lesser extent) Eastwick Method (an up and comer) Highwire |
| Jen Smith, Account Supervisor | Spark, Lewis, Shift, Highwire |
| Neil Desai, Senior Account Executive | Shift, Highwire, Lewis, OutCast, Eastwick, Edelman, North of Nine |
| Chris Navalta, Account Supervisor | Outcast Edelman |
| Neil Torres, Account Supervisor/Meda Strategist | Nectar, Outcast, Highwire |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Annemiek Hamelinck, general manager | Understanding of their business; thinking along beyond any communications challenges; relentless pursuit of creative ideas/solutions |
| Jay Andersen, VP, Market Insights and Analyst Relations | We subscribe to industry analysts and leverage those relationships to gather insight. Some of our larger competitors offer that, but the smaller ones do not. |
| Danielle Tarp, Vice President | Two things: the quality of work we provide is stellar. We put 110% of effort into what we do. The other thing is teh relationships we have with our clients. We are truly viewed as an extension of their marketing team. |
| Drew Smith, Account Supervisor | I'll go back to my comment from earlier stating that we don't guess. Our approach to outlining a communications program is very heavily rooted in research in order for us to know exactly what we're talking about to clients, as well as to have the commensurate evidence in hand, should the client question our recommendations. |
| Natalie Pridham, SAE | superior strategic counsel and integrated approach to PR |
| Simon Jones, SVP | Comes down to the people, ideas and service levels - no one thing that we can offer (or any agency can offer) that is truly unique |
| Tris Clark, Director of Influencer Relations | For a tech boutique, we probably have the most sophisticated Analyst Relations practice in the Bay Area. On the PR side we have a very strong bench in terms of best practices and media connections. |
| Kristin Reeves, SVP | Passion. We get really engrained in our clients and are truly passionate about their business. I recently had a client say, I have never had an agency that cares the way you do. And I believe when you care that much and are invested, great things can happen. |
| Jen Smith, Account Supervisor | We understand their business and act as an extension of their teams. We also provide great value and hustle - we're constantly looking for new and creative ways to deliver results. |
| Neil Desai, Senior Account Executive | We aim to be strategic partners that are extensions of the client team. We also have a unique ability and understanding of the startup landscape and have strong messaging capabilities. |
| Chris Navalta, Account Supervisor | It may sound cliche, but I believe I provide a personal touch to the client. Many times, agencies and their employees focus too much on saying the things clients want to say, and justifying it by saying they pay a high retainer. I believe I bring a lot of value to the client by sometimes saying things they "need" to hear ... even if they don't want to hear it. It's important to push back and manage expectations because the client is relying on our expertise. |
| Neil Torres, Account Supervisor/Meda Strategist | Our expertise in technology |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Annemiek Hamelinck, general manager | Maybe a "younger" and more hip/hot/sexy client base? More additional services. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Less expensive In recent new business losses we have heard we did not have the media connections or expertise in niche markets like mobile apps or clean tech. |
| Danielle Tarp, Vice President | Would most likely say its expertise in a broader range of technologies. |
| Drew Smith, Account Supervisor | I'd say that some of our competitors are 1) simply bigger than us and have more resources at hand, and 2) are able to provide services that we're still in the process of building out (such as a robust research arm and design/multimedia services). |
| Natalie Pridham, SAE | Unsure |
| Simon Jones, SVP | Same as question 2. Will usually come down to unique experience, people, ideas, connections etc. |
| Tris Clark, Director of Influencer Relations | This is hard to answer. Outkast could maybe claim to have the broadest/deepest expertise in tech in the Bay area. |
| Kristin Reeves, SVP | Stronger client roster Reputation for being the "cool" agency (Outcast, Nectar - really an Outcast spinoff) Media relations chops (we have them, but aren't as known for them) |
| Jen Smith, Account Supervisor | A more simplified and focused approach. |
| Neil Desai, Senior Account Executive | More innovative services, digital capabilities? Influencer relations, content marketing |
| Chris Navalta, Account Supervisor | Some competitors will literally go out of their way to make the client happy. That sometimes means working late hours and sometimes weekends. Competitors will also make themselves available 24 hours a day, 7 days a week. While this is appreciative and helps get tasks done, this does not provide a good work-life balance for the agency. |
| Neil Torres, Account Supervisor/Meda Strategist | Often times, they want agencies that will focus strictly on media relations - and we offer so much more than that. |
| Are there any negative perceptions about the agency that might hold your organic growth and new business efforts back? | |
| Annemiek Hamelinck, general manager | We've been around for a long time and that's both a blessing and a curse; our connection with H+K |
| Jay Andersen, VP, Market Insights and Analyst Relations | Size and scale of agency is smaller than many of our competitors Recently lost one of our most high profile executives, there might be some FUD going on with that Some people internally will say being part of H+K is a big negative, but I don't think our potential clients are even aware of the relationship and don't have any strongly formed opinons on the matter |
| Danielle Tarp, Vice President | It's more about that they don't know our name. That is what I think is holding us back the most. We can't win new business we are never a part of in the first place. |
| Drew Smith, Account Supervisor | I don't think so. |
| Natalie Pridham, SAE | From a new business perspective, there are no negative perceptions that would hold us back that I'm aware of. |
| Simon Jones, SVP | Stigma that WPP agencies are not competitive from a salary/benefits standpoint compared to small groups - makes it more difficult to attract and retain talent Past it's best and not as "cool" as it used to be - some people could argue that B&O is past its best (e.g. doesn't represent the same marquee brands that it used to) and doesn't have the same connections that come with representing the biggest tech brands (Facebook, Amazon, etc.) |
| Tris Clark, Director of Influencer Relations | Salary is perceived as being uncompetitive (due to WPP controls on wages). In relation to our services today, we're still a traditional PR firm at heart and we may lag behind other agencies efforts when it comes to digital expertise. We lack a clear differentiator. We also lack stand out research/thought leadersip that is synonymous with our firm. |
| Kristin Reeves, SVP | We have had recent management changes The association with H&K is a blessing and a curse |
| Jen Smith, Account Supervisor | Not that I know of. |
| Neil Desai, Senior Account Executive | The startup agency? |
| Chris Navalta, Account Supervisor | None that I can think of at this time. |
| Neil Torres, Account Supervisor/Meda Strategist | N/A |
| On a scale of 1-10, how well do your presentations back up the agency’s recommendation with an irrefutable logic trail? In other words, how well do you typically build a strong argument for the agency’s recommendation? (10 = we are always strong in this area) | |
| Annemiek Hamelinck, general manager | 6 |
| Jay Andersen, VP, Market Insights and Analyst Relations | 5 |
| Danielle Tarp, Vice President | 7 |
| Drew Smith, Account Supervisor | 9 |
| Natalie Pridham, SAE | 9 |
| Simon Jones, SVP | 8 |
| Tris Clark, Director of Influencer Relations | 8 |
| Kristin Reeves, SVP | 9 |
| Jen Smith, Account Supervisor | 5 |
| Neil Desai, Senior Account Executive | 8 |
| Chris Navalta, Account Supervisor | 9 |
| Neil Torres, Account Supervisor/Meda Strategist | 9 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected strategic consumer insight vs. a predictable consumer 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) | |
| Annemiek Hamelinck, general manager | 2 |
| Jay Andersen, VP, Market Insights and Analyst Relations | 5 |
| Danielle Tarp, Vice President | 9 |
| Drew Smith, Account Supervisor | 8 |
| Natalie Pridham, SAE | 7 |
| Simon Jones, SVP | 7 |
| Tris Clark, Director of Influencer Relations | 9 |
| Kristin Reeves, SVP | 5 |
| Jen Smith, Account Supervisor | 8 |
| Neil Desai, Senior Account Executive | 6 |
| Chris Navalta, Account Supervisor | 7 |
| Neil Torres, Account Supervisor/Meda Strategist | 9 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Annemiek Hamelinck, general manager | 5 |
| Jay Andersen, VP, Market Insights and Analyst Relations | 7 |
| Danielle Tarp, Vice President | 7 |
| Drew Smith, Account Supervisor | 8 |
| Natalie Pridham, SAE | 8 |
| Simon Jones, SVP | 7 |
| Tris Clark, Director of Influencer Relations | 7 |
| Kristin Reeves, SVP | 8 |
| Jen Smith, Account Supervisor | 5 |
| Neil Desai, Senior Account Executive | 6 |
| Chris Navalta, Account Supervisor | 9 |
| Neil Torres, Account Supervisor/Meda Strategist | 9 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendations? (10 = we are always strong in this area) | |
| Annemiek Hamelinck, general manager | 4 |
| Jay Andersen, VP, Market Insights and Analyst Relations | 5 |
| Danielle Tarp, Vice President | 6 |
| Drew Smith, Account Supervisor | 10 |
| Natalie Pridham, SAE | 8 |
| Simon Jones, SVP | 4 |
| Tris Clark, Director of Influencer Relations | 6 |
| Kristin Reeves, SVP | 5 |
| Jen Smith, Account Supervisor | 4 |
| Neil Desai, Senior Account Executive | 5 |
| Chris Navalta, Account Supervisor | 10 |
| Neil Torres, Account Supervisor/Meda Strategist | 9 |
| Overall (and as you consider the questions above), what do you believe most holds back the effectiveness of your client and new business presentations? | |
| Annemiek Hamelinck, general manager | We have a tendency, often because of time and other resource constrictions, to default back to presentations we did many moons ago without really thinking/talking through what we're recommending and why. |
| Jay Andersen, VP, Market Insights and Analyst Relations | We need to blow up our current presentations format, think we have locked ourselves into a template and it's kind of stale and does not lend itself to creativity |
| Danielle Tarp, Vice President | I think we can do a better job of listening to the client beforehand and delivering on what they ask. Being more in tune with what results they want I think will be helpful for us. |
| Drew Smith, Account Supervisor | I believe that we have the new business presentations process refined very well. As mentioned, we always conduct considerable research to understand our prospective client's business and industry, and we then tap our agency-wide creativity to build out programs that we feel will not only resonate, but will be something the client hasn't heard about from other agencies. |
| Natalie Pridham, SAE | This is hard for me to answer since I've only been a part of one business pitch, which we won. |
| Simon Jones, SVP | It is always tough to show the business impact, but i think the biggest thing is probably delivery rather than content, ideas, tactics, etc. When we get the delivery right, we win a very large percentage of our new business presentations |
| Tris Clark, Director of Influencer Relations | I think the team tends to present well and does a good job preparing for pitches. Sometimes we might want to do more internal brainstorming/crowd sourcing internally to promote fresh thinking across teams - both for clients and new business. Some accounts can get very closed and would benefit from fresh thinking. Lacking digital capabilities means that we may not stretch ourselves as much as some other firms in relation to big creative ideas. |
| Kristin Reeves, SVP | One new business recently came down to chemistry with the mid-level lead, which you can't always predict. Other times its finding that balance of the cool/wow factor idea, balanced with more practical items. I think the last few maybe lacked that sizzle item - though they loved the practical too. On the client side its more about really commanding the room and guiding a productive discussion. |
| Jen Smith, Account Supervisor | Being able to sell in. |
| Neil Desai, Senior Account Executive | Overall, I think we are strong in new business presentations. I have not yet been on a new business pitch where we didn't win the business. Think we could be stronger in how we support business goals, measurement capabilities and selling services. |
| Chris Navalta, Account Supervisor | Unrealistic expectations on the client's side. (Sometimes, they want to be on top-tier broadcast media such as Bloomberg, but does not have any groundbreaking news to share). |
| Neil Torres, Account Supervisor/Meda Strategist | When we haven't won a new business, i think what happens often times is the potential client happens to be looking for expertise in a specific area. Not a negative reflection on us necessary, just not a fit. |
| What are the top 2 or 3 changes or trends you see in terms of how clients are interacting with agencies? | |
| Annemiek Hamelinck, general manager | I'm not quite sure I'm seeing any trends perse. Different clients interact with us in different ways. It stretches all the way from us being really just 'order takers' to us getting involved in business discussions and recommendations that stretch way beyond comms and even marketing. Obviously, we prefer the second scenario. And this is not new, but clients are definitely asking more than ever about justifying the agency budget. |
| Jay Andersen, VP, Market Insights and Analyst Relations | Growing interest in content marketing Project based work Doing more with less budgets |
| Danielle Tarp, Vice President | PR agencies are now places clients come to for content development (more so now). It may just be the fact we have great relationships with our clients but more responsibility is being put on us for tasks that maybe aren't seen as traditional PR (i.e. social media advertising). |
| Drew Smith, Account Supervisor | I've found that clients are increasingly seeing the agency as an integral partner to their communications team, and are turning to the agency to provide counsel in everything related to their company's communications goals. To that point, clients also seem to be desiring agencies to provide them with services they otherwise couldn't leverage, such as projects based around branding, design, content creation, etc. |
| Natalie Pridham, SAE | I think in-person meetings are declining. Clients sometime demand crazy things without any background. It would be important to know why they are demanding certain things (i.e. internal pressure, etc.) |
| Simon Jones, SVP | Expanding scope of services Increasing focus on content |
| Tris Clark, Director of Influencer Relations | Greater focus on results. The need for new thinking/differentiators in how they are positioned. |
| Kristin Reeves, SVP | There is a shift in what they want. Some very open to a broader mix of services and see the value in that. Others VERY focused on media, media, media. |
| Jen Smith, Account Supervisor | They are signing up for smaller launch projects here and there versus an ongoing retainer. |
| Neil Desai, Senior Account Executive | More differentiated services More content More thought leadership |
| Chris Navalta, Account Supervisor | I've seen clients interact with agencies via social media more often ... though some agencies don't agree with this form of communication. |
| Neil Torres, Account Supervisor/Meda Strategist | Clients are open to deviating from the traditional powerpoint presentation to have a "conversation" in order to also help determine culture/synergy with potential agency |
| What are the top few changes you see in terms of why clients put accounts into review? | |
| Annemiek Hamelinck, general manager | I haven't really seen a whole lot of changes but top reasons are: staff turnover on current agency team; new comms/marketing head; procurement dictates a review; consolidating agencies |
| Jay Andersen, VP, Market Insights and Analyst Relations | Change in personnel on client side Want something fresh |
| Danielle Tarp, Vice President | Less about results and more about politics. |
| Drew Smith, Account Supervisor | It's an old, tired answer, but anytime somebody new comes into the fold at the top of the marketing/comms/PR chain, there's a high probability that they're going to evaluate everything - including the results/value the PR agency is bringing to the table. I also feel that with the accelerated speed of business nowadays, clients become impatient sooner than in the past, and that can often result in the decision to put the account up for review. |
| Natalie Pridham, SAE | Every company thinks they can get into TechCrunch or the WSJ, but it's not that simple. I think some clients put accounts into review because they think they aren't getting the same coverage as other companies but those clients need to realize maybe their story isn't strong enough or it's the wrong story for a TechCrunch or WSJ, for example. |
| Simon Jones, SVP | No notable changes among primary drivers e.g. changes in executive staff (particularly on marketing team), business struggling/aggressive competition, failure to meet expectations, agency staff turnover, etc. |
| Tris Clark, Director of Influencer Relations | Personality issues in some cases - sometimes due to a new executive taking on the client role. More often than not changes are due to reduced budgets, the client leaving or the team resigning the account. |
| Kristin Reeves, SVP | Results - the proof is in the pudding for many still and a lot come down to media results. Relationship - do we have a good relationship with the leads? And when that person leaves, how quickly/are we able to establish a relationship with the new lead. That was very much the case with Oracle. A change at the top and she wanted her own agency - not the legacy, even though our work and reputation had been stellar. Also, more out of our control, but our lead's relationship with senior staff (ie. sometimes you get caught in guilt by association) |
| Jen Smith, Account Supervisor | C-Level is not seeing the impact of PR on the bottom line and/or sales. |
| Neil Desai, Senior Account Executive | Relationship gets stale over time New client lead comes in |
| Chris Navalta, Account Supervisor | Clients sometimes put accounts into review, not just because of the results generated, but also by how enthusiastic the agency is toward that client. Clients also change their messaging so they put agencies up for review because it may no longer align with the type of messaging the client wants to say. |
| Neil Torres, Account Supervisor/Meda Strategist | N/A |
| If you’re able to answer, what has been most effective at bringing business in the door to date? | |
| Annemiek Hamelinck, general manager | Without a doubt, a personal relationship at a prospect |
| Jay Andersen, VP, Market Insights and Analyst Relations | Personal connections VC firms |
| Danielle Tarp, Vice President | Existing client relationships (referrals); clients that have left and are bringing us to their new company |
| Drew Smith, Account Supervisor | Simply, being prepared enough to develop a new business pitch that speaks closely to the client's needs, and executing on that pitch as best as we can. |
| Natalie Pridham, SAE | N/A |
| Simon Jones, SVP | Established relationships |
| Tris Clark, Director of Influencer Relations | This is hard to answer. I think it's a combination of matching (genuine) enthusiasm and relevant knowledge to the accounts the team care about. We've done well when we've pitched the right team for the right business. We could do a better job cross selling niche services into existing business. |
| Kristin Reeves, SVP | Prior relationships that can give us the inside track. Really, really knowing their business and being prepared. |
| Jen Smith, Account Supervisor | Being very flexible in terms of start time, budgeting, and aligning with the client's needs. |
| Neil Desai, Senior Account Executive | Past connection although cannot definitely say |
| Chris Navalta, Account Supervisor | Client portfolio, as well as the broad spectrum of experience that each team member has, together forming a team that best fits the client. |
| Neil Torres, Account Supervisor/Meda Strategist | N/A |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Annemiek Hamelinck, general manager | We have a lot of improving to do: qualifying leads; making and taking the time and effort to thoughtfully respond to RFPs; teach people how to do this better/well; making sure everyone understands new business is everyone's business (not just for the management team) |
| Jay Andersen, VP, Market Insights and Analyst Relations | Put better process in place Network |
| Danielle Tarp, Vice President | I think our presentations are in a good spot and more about getting all of the people in the room on the same level and showing the expertise of our supporting staff rather than just executives talking. |
| Drew Smith, Account Supervisor | Continue to think of new ways to approach a pitch - while our new business pitches are 90% of the time solid and I'd gladly deliver them to a prospective client, no two companies are the same, and a new approach is sometimes needed. I hate to use the cliche of "thinking outside of the box," but if we don't do that from time to time, some other agency will. |
| Natalie Pridham, SAE | I haven't been a part of enough new business pitches to answer this question. |
| Simon Jones, SVP | Expand bench and experience - need to have a strong bench of "day-to-day" account leads (we sometimes lose because day-to-day lead is not perceived as strong enough) and build out experience beyond enterprise technology (e.g. consumer tech, clean tech) Increase service offerings - formalize and package up service offerings to show that we clearly offer far more than media relations Drink own champagne - redesign website and presentations to show we are experts in communications (both do not currently reflect expertise). |
| Tris Clark, Director of Influencer Relations | We need to differentiate our services better in the market place - we have a very strong reputation when it comes to media relations but get limited opportunities outside of that area. We can do a better job at selling in one off projects to new prospects. We could increase our VC relationships to drive more opportunities. We could also promote our thought leaders more consistently. I think the website needs a radical overhaul and we need more case studies. Digital is a key area that we're weak in so that should be a priority for investment. Some firms have a dedicated biz generation person to drive leads, so that might be worth considering - in addition to the team's broader efforts. |
| Kristin Reeves, SVP | Get more creative. Demonstrate the impact of our ideas - ie. This is the blog, the media results, the social samples. I am not sure we pull the ideas through enough. Focus, sometimes we have TO much. Not asking all the right questions in the probing interviews that help set the path for the new business deck and what they really need. |
| Jen Smith, Account Supervisor | Develop a better process for new business pitches so we can be more efficient and spend more time on the strategic recommendations. |
| Neil Desai, Senior Account Executive | Think more proactively about how to land larger accounts. Forge partnerships with VCs or entrepreneurs that can connect us with portfolio companies. Have a repeatable process in place for all new business. Have better presentations from design perspective. |
| Chris Navalta, Account Supervisor | Schedule more prep time a day or two prior to the new business meeting, not just the day of. |
| Neil Torres, Account Supervisor/Meda Strategist | Hire additional resources in order to have a bigger staff and can then go after the bigger/marquee names |