| What has been your role as it relates to new business? | |
|---|---|
| Tracy Fellows - Chief Operating Officer | Proposal presentation, Pitch presentation, at Pitch meetings, SOW presentation and negotiation. It is not always consistent. Sometimes I am involved, other times not. |
| Carol-Ann Granatstein, VP Marketing | Build a team and the new business process, create opportunities for outreach and prospecting as well as initiate a CRM database. |
| Joe Jackman, CEO | In the early years I led new business development, and now play a role in supporting the team (corp leadership, functional leadership, sales/mktg) as they prepare and make pitches. I usually attend pitches for full end-to-end reinventions but aim not do so in the future. |
| Israel Diaz, Chief Creative & Design Officer | Am new to Jackman. So limited so far. But have been in initial meet/greet potential client meetings. Input into/review RFI and Presentation Decks. Also presented some case studies. |
| David Moore Advisory Board Chairman | Advise executive team and oversee Javkman marketing activities |
| Arnaud Van de Voorde, VP Digital | Support Reinvention & Activation BD efforts, Lead Digital Direct projects BD Efforts |
| Paul Clark, EVP CX Services | I have been part of the pitch team. |
| Blair Klayman. General Manager Reinvention | My role has been more around supporting the development of business within the existing engagements I am part of. I have also supported for the first 3 months of 2015 NB work for the activation team. I was involved in the Walmart pitch along with Telus. |
| David Zietsma, VP Management Consulting and Research | My team prepares Get Smart decks on prospects as well as develops content for pitch materials. I also attend some pitches. |
| What is your background in terms of consulting firms, agencies and client-side experience? | |
| Tracy Fellows - Chief Operating Officer | Prior to Jackman - all my experience has been client side. |
| Carol-Ann Granatstein, VP Marketing | 2.5 yrs - Director of Marketing at Cundari - 100 person independent ad agency. Responded to every and all RFPs that came in the door. Prepped pitch team, managed the NB process, liason between client and agency. - Direct sales campaigns - Developed/led all PR and Marketing initiatives |
| Joe Jackman, CEO | Previously... Executive Vice President, Marketing, Loblaw Companies. Founder, Chairman & CCO of Perennial Inc., a brand design consultancy. Past experience at other brand/design consultancies (Don Watt, Boulevard) and freelance. |
| Israel Diaz, Chief Creative & Design Officer | Advertising Agency side: 20 years. |
| David Moore Advisory Board Chairman | 25 years Leo Burnett Worldwide |
| Arnaud Van de Voorde, VP Digital | 10+ years in Enterprise professional services type of environment (Bell/CGI), 7 Years Agencies, no client side. |
| Paul Clark, EVP CX Services | I have been a client for 35+ years, at a VP level for 25 years, doing Reinvention work for 7 years. |
| Blair Klayman. General Manager Reinvention | 5 years owning my own business (Foodservice) 11 years client side (5 years CPG, 5 years Loblaws and 1 year Shoppers) 5 years with Jackman |
| David Zietsma, VP Management Consulting and Research | 11 years at Bain & Company plus 3 years of freelance consulting with boutique firms. 1.5 years as VP Strategy and Business Improvement at Sears Canada |
| As if you were writing to a prospective client, describe the firm in no more than 3 sentences: | |
| Tracy Fellows - Chief Operating Officer | Without cutting and pasting from the website... Jackman is a 360 customer experience reinvention company. We work directly with CEO's and their executive team to collaboratively help them reinvent a brand-led customer experience from identifying growth opportunities, creating and aligning on business and brand strategy, determining what we need to do differently to activate the strategy, and then lead and guide the internal EP team to activate across all customer touchpoints. |
| Carol-Ann Granatstein, VP Marketing | Jackman is a reinvention company that works with senior leadership of companies facing decline to make them relevant again...and we do this fast. |
| Joe Jackman, CEO | We are a customer experience company focused on brand and business reinvention. Uniquely we bring brand and business strategy disciplines together with end-to-end activation resulting in faster enterprise value creation. |
| Israel Diaz, Chief Creative & Design Officer | Jackman is a Business and Brand Reinvention Consultancy. We help unleash the best versions of Brands by applying a unique end-to-end multi-disciplanary approach involving Business Strategy, Customer Strategy, Creative and Activation. |
| David Moore Advisory Board Chairman | Jackman brings together a unique set of disciplines essential to business and brand reinvention. |
| Arnaud Van de Voorde, VP Digital | We flip brand houses. We work with assets that are looking for a new lease on success, combine our unique set of skill-sets and process to craft the future brand strategy, expressed on all customer touch-points. Unlike other firms, we actually activate that strategy across channels with our EP's as we are compensated to deliver growth results. |
| Paul Clark, EVP CX Services | We are a creative consulting company that focuses on customer experience and develops brand strategy and then helps bring it to life. |
| Blair Klayman. General Manager Reinvention | Jackman is a unique consultancy firm that specialized in reinventing a companies customer experience. We typically work with companies -across various segments- who have reached or are close to reaching a plateau in their growth. By collaborating with their team, we bring together our 5 disciplines, combining both fact and feeling to generate real value...fast. |
| David Zietsma, VP Management Consulting and Research | We are customer experience reinventionists. We help you build a strategy to win with your target customer, then bring that strategy to life in every aspect of your business. We bring business strategy, brand strategy and creative design together so that you can more rapidly realize value. |
| List your top client categories of experience over the last 2 - 3 years. | |
| Tracy Fellows - Chief Operating Officer | Given the nature of my role, I tend to work on most of the engagements- I have worked in Mass, Entertainment, Food/Grocery, Restaurant, Culture, Bridal, Retirement, Health and Wellness, Liquor. |
| Carol-Ann Granatstein, VP Marketing | Retail B2B Food Services |
| Joe Jackman, CEO | Drugstores Supermarkets General merchandise & specialty retail |
| Israel Diaz, Chief Creative & Design Officer | Restaurant Pharmacy Retirement Living Nutritionals Alcohol |
| David Moore Advisory Board Chairman | CPG, retail, telco |
| Arnaud Van de Voorde, VP Digital | Retail (Apparel, Grocery, CPG) and B2B (Food & Financial) |
| Paul Clark, EVP CX Services | US Foods, Sysco, Earth Fare, Rexall, Verizon, Liquor Stores of North America (LSNA) |
| Blair Klayman. General Manager Reinvention | US Foods & Sysco (Foodservice & Distribution: 5 years) Beer Store (Alcohol Distribution) Earth Fare (Grocery) |
| David Zietsma, VP Management Consulting and Research | Fashion retail Fast food But really my expertise is in customer-led growth strategy, which transcends industry. |
| What types of services do you typically provide each? Note by company type if applicable. | |
| Tracy Fellows - Chief Operating Officer | My role is focused on the end to end reinventions- so everything. Please reference Jackman process. Also, I am one of the key contacts for the CEO. So building relationships and providing thought leadership. |
| Carol-Ann Granatstein, VP Marketing | Full-scale reinventions - business, brand strategy, activation. |
| Joe Jackman, CEO | Research & insights Management consulting/business strategy Brand strategy Planning & change management 360 Customer Experience design (all customer touch points) Activation guidance & support |
| Israel Diaz, Chief Creative & Design Officer | Full Reinventions: Management Consulting Research Brand/Consumer Strategy 360 Design (Brand, Environment, Digital) Activation - Production Projects: Branding Activation |
| David Moore Advisory Board Chairman | NA |
| Arnaud Van de Voorde, VP Digital | Digital business transformation strategy: 1. Customer facing digital strategy: Experiences, Touchpoints & Communications strategies (Web, Ecommerce, CRM, etc) 2. Internal digital operation strategy: Systems, people, processes & platforms recommendations to support the business |
| Paul Clark, EVP CX Services | US Foods, Earth Fare, Rexall - full reinvention Verizon - store network strategy LSNA - brand positioning, store design and activation Sysco - activation |
| Blair Klayman. General Manager Reinvention | All projects were full reinvention work. Which included: Research and Analytics, Brand Strategy and Marketing and Brand Activation Support (Strategy and Creative support). |
| David Zietsma, VP Management Consulting and Research | Customer-led growth strategy Performance improvement / turnaround Operational efficiency (although less relevant here) |
| What types of client roles do you typically work with? Note by company type and service if applicable. | |
| Tracy Fellows - Chief Operating Officer | CEO and the executive functional team members (Merchant, Marketer, Tech, HR, Legal, CFO, Digital, Operations, Supply Chain) |
| Carol-Ann Granatstein, VP Marketing | CEOs CMO CMMO CFO Private equity leadership |
| Joe Jackman, CEO | CEO, senior leadership (C-suite + select VP), Boards/owners eg. private equity |
| Israel Diaz, Chief Creative & Design Officer | CEO CMO CFO |
| David Moore Advisory Board Chairman | NA |
| Arnaud Van de Voorde, VP Digital | CTO's CIO's CMO's, CDO's and to a lesser degree but increasingly important, CEO's. |
| Paul Clark, EVP CX Services | CEO, CMO (marketing and merchandising), Heads of Ops, CFO |
| Blair Klayman. General Manager Reinvention | US Foods & Sysco (EVP, CMO, VP and Directors) Beer Store (CEO and VP Marketing and Operations) Earth Fare (CMO and CEO) |
| David Zietsma, VP Management Consulting and Research | Almost all of my past work has been CEO sponsored, involving heavy engagement from the majority of the leadership team. |
| Which combination of the above has provided the greatest contribution to profit over the last 2 years? | |
| Tracy Fellows - Chief Operating Officer | Not clear on question. Above meaning #3 or all of the above? Reinventions drive most of the profitability. |
| Carol-Ann Granatstein, VP Marketing | Working with CEOs and Private Equity in retail. |
| Joe Jackman, CEO | End-to-end Reinvention is our greatest profit driver, primarily through equity positions we take in the outcomes |
| David Moore Advisory Board Chairman | NA |
| Arnaud Van de Voorde, VP Digital | CMO's & CIO's/CTO's, transitioning to CDO's in some industries. (Chief Digital Officers) |
| Paul Clark, EVP CX Services | CEO & CMO |
| Blair Klayman. General Manager Reinvention | Having a project aligned with an inspirational CEO (and a fully bought in C-suite team) provides the best ability for us to drive what we do at Jackman. |
| David Zietsma, VP Management Consulting and Research | I have only been with Jackman for 6 months. |
| Realistically, which combination of the above will provide the greatest profit potential over the next 2 - 5 years? | |
| Tracy Fellows - Chief Operating Officer | Reinvention. |
| Carol-Ann Granatstein, VP Marketing | Same. |
| Joe Jackman, CEO | Same, plus a more efficient business overall |
| David Moore Advisory Board Chairman | NA |
| Arnaud Van de Voorde, VP Digital | Same as above, with CEO's as increasingly important decision makers/supporters as digital transformation takes stronger hold across verticals. |
| Paul Clark, EVP CX Services | CEO, CMO & CFO |
| Blair Klayman. General Manager Reinvention | I feel we need to still target inspirational CEO's, but I also feel that in order for our activation business to grow here at Jackman we will need to invest in more in VP and SVP relationships. We will also need to drive lots more cost out of the business if we are going to ensure we can do this work at a better profit. |
| David Zietsma, VP Management Consulting and Research | Customer-led growth strategy for retail, although I think there is significant potential for us to also do performance improvement (Getting ready for reinvention) in parallel with our reinvention work. |
| As it relates to the above, what do you see as the most important priorities for the firm over the next few years? | |
| Tracy Fellows - Chief Operating Officer | To focus on Reinventions and not projects. We tend to do more scope within projects and make less margins. |
| Carol-Ann Granatstein, VP Marketing | Build our pipeline through relationship building, organic business and marketing efforts to bring in new business but also fix our operations so that all this effort is not for naught. |
| Joe Jackman, CEO | Efficiency Mastering selling our unique proposition |
| Israel Diaz, Chief Creative & Design Officer | Be the go-to firm for businesses who typically construct their own roster of Consultants and Agencies |
| David Moore Advisory Board Chairman | Scaling operations both geographically and in terms of categories serviced. |
| Arnaud Van de Voorde, VP Digital | Faster growth & expansion across geographies. The first 5 years have been very inward facing, focused on mastering the craft & process. We now need to expand our reach quickly across markets and learn to scale as we grow given the increasing attempts from competitors to create a "reinvention" offering. |
| Paul Clark, EVP CX Services | Getting EP's (AKA clients) to understand the value of the work we do - at the outset - so we can be paid the appropriate amount. |
| Blair Klayman. General Manager Reinvention | -Improve the pipeline development for NB -Look to managing how sell our services against the competition, and how we price ourselves around the work we do. -Drive some cost out of the business (some overhead costs) to allow our teams to manage take on smaller activation programs. -Manage our efficiencies as it relates to managing deliverables (internal resource planning) |
| David Zietsma, VP Management Consulting and Research | We need to clarify our messaging, streamline our process (to get to a more competitive cost and faster, more competitive experience) and formalize our toolkit for performance improvement work. |
| Who are the agencies or firms you compete against most often? | |
| Tracy Fellows - Chief Operating Officer | Traditional management consultants (BCG, bain) and Ad agencies (like Sid Lee) |
| Carol-Ann Granatstein, VP Marketing | Bain BCG Sid Lee Level5 |
| Joe Jackman, CEO | Management consulting firms eg BCG Occasionally brand-focused design firms and agencies |
| Israel Diaz, Chief Creative & Design Officer | BCG, McKinsey, Deloitte, Accenture, Sid Lee, Ideo, |
| David Moore Advisory Board Chairman | Management consulting and design firms |
| Arnaud Van de Voorde, VP Digital | SidLee, Huge, Bain, McKinsey, Accenture, BCG |
| Paul Clark, EVP CX Services | The big consulting firms (i.e.BCG), Ideo, some ad agencies, the well-known store design firms |
| Blair Klayman. General Manager Reinvention | Sid Lee McKinsey Perennial |
| David Zietsma, VP Management Consulting and Research | Not sure. We see BCG in some instances but often seem to not be competing with anyone but our price. |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Tracy Fellows - Chief Operating Officer | End to end reinvention (helping them to execute strategy into all aspects of the organization). Mix of disciplines (MC to retail to creative experience) Collaborative approach |
| Carol-Ann Granatstein, VP Marketing | The fact that we have management consultants and a creative practice is very appealing to clients. They also love the company that we keep and we have a very high referral occurrence. |
| Joe Jackman, CEO | We bring brand and business strategy together with activation - no one does this in the way we do We put skin in the game Our track record |
| Israel Diaz, Chief Creative & Design Officer | We don't just make pretty Strategy decks we show how that Strategy translates to something tangible and actionable. |
| David Moore Advisory Board Chairman | Internal alignment and activation |
| Arnaud Van de Voorde, VP Digital | Reinvention "mindset": Strategy & insights for the role and value that digital can bring to an organization versus silo-ed digital marketing tactical execution. |
| Paul Clark, EVP CX Services | We create value, we understand retail, we are end-to-end (help develop strategies and stay to help bring them to life), put skin in the game (PII). |
| Blair Klayman. General Manager Reinvention | -Our phase one process allows our EP to realize value faster. In the end the upfront analytics ansd business/brand strategy are similar. But adding in the 360 experience in the first phase allows us to activate phase 2 quicker (creates real value for our EP) -The various teams and disciplines in our business are all under one roof and share the same process and culture. This allows us to work together as a team. Compared to some other agencies that have groups or partnerships within their family of companies. |
| David Zietsma, VP Management Consulting and Research | We offer an end-to-end solution that gets to realized value creation faster and more effectively. The combination of disciplines means there is little time and intent lost as work moves from business strategy to brand strategy to creative design to activation. |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Tracy Fellows - Chief Operating Officer | Clearer detail on deliverables. |
| Carol-Ann Granatstein, VP Marketing | Some are less expensive. Some are more expensive but they are global firms with very robust capabilities, history and therefore have huge perceived value. |
| Joe Jackman, CEO | Deeper 'point solution' consulting depth Longer/bigger/more prestigious reputations eg. McKinsey |
| David Moore Advisory Board Chairman | Better defined outputs |
| Arnaud Van de Voorde, VP Digital | Affordability. Depth of execution. |
| Paul Clark, EVP CX Services | Deeper analytics, better (known) creative, easier sell by reputation to the Board. |
| Blair Klayman. General Manager Reinvention | -Scale and global presence. We still are a local player that has done work only within NA. |
| David Zietsma, VP Management Consulting and Research | Depth of experience in one element of our offering. BCG/McKinsey have significant depth in business strategy, IDEO and other design shops have significant depth in creative conceptualization. |
| Might prospects have any negative perceptions about you that make your new business more challenging? | |
| Tracy Fellows - Chief Operating Officer | Yes- they don't understand all that we offer so they think we are expensive. |
| Carol-Ann Granatstein, VP Marketing | We are known to be expensive. |
| Joe Jackman, CEO | Hard to believe we are real eg. must be either a creative firm or consulting firm, not both We are a wholly new model... tough to create a category and be first in it |
| Israel Diaz, Chief Creative & Design Officer | We are a fairly young company. We are expensive. We have a high turnover rate. |
| David Moore Advisory Board Chairman | Price |
| Arnaud Van de Voorde, VP Digital | Affordability. Reinvention isn't a viable model/fee structure for all. |
| Paul Clark, EVP CX Services | They haven't heard of us. They think we only do retail. They think we are store designers. They don't understand what a reinvention is. They don't know think they need a reinvention. |
| Blair Klayman. General Manager Reinvention | -Are we too focused just on store, and not truly a 360 customer experience company -Our process can seem slow when compared to other companies out there. -We are expensive (based on our current model) and what the EP feels they are getting. -What we sell is not always what EP gets. EP's feel they are getting more then they end of getting. |
| David Zietsma, VP Management Consulting and Research | Because our offering is unique, we can be perceived as high cost (they are comparing us to firms/proposals that are only doing a portion of what we are proposing to do. |
| In terms of landing large full-scale assignments in your firm’s area of expertise, how has this changed? Has this become more difficult over the last few years? If so, how? Any other interesting client changes to note? | |
| Tracy Fellows - Chief Operating Officer | In the beginning it was about leveraging existing relationships and following them to the next assignment. Now we need to start building new contacts/relationships. |
| Carol-Ann Granatstein, VP Marketing | - Others (eg) McKinsey are catching on to our facts and feelings model. We are not unique in this space as much as we think we are |
| Joe Jackman, CEO | To grow we must expand beyond our referral network... lots of opportunities but we're under developed in regard to selling |
| Israel Diaz, Chief Creative & Design Officer | More and more companies are starting to offer a similar suite of services. Management Consultants are offering Creative services -- Design and Digital. Agencies are trying to invest in Business Strategy and offering that. |
| David Moore Advisory Board Chairman | Has become more difficult as executive personal networks have been tapped. |
| Arnaud Van de Voorde, VP Digital | We have landed large clients in digital through relationships as opposed to notoriety. We are making progress on that front but still behind our initial goals of visibility. |
| Paul Clark, EVP CX Services | We need to move beyond our legacy EP's who have worked with us in the past and know what we can do. It is difficult to understand what we do without having gone through a reinvention with us previously. |
| Blair Klayman. General Manager Reinvention | I would say it has, as our current EP are still closely connected, so we are gaining them via relationships from previous work. I have not been part of the NB teams as it relates to full scale reinventions, but rather have been on the side of standing them up and delivering on the SOW. |
| David Zietsma, VP Management Consulting and Research | As awareness of our brand has reached further, we are seeing more leads but less qualified leads. We have to work harder to explain our offering and to convince CEOs to take a leap into a reinvention that is, by nature, difficult to describe in terms of specific outcomes. |
| What do you see as being most effective at getting in the door with new prospects moving forward? | |
| Tracy Fellows - Chief Operating Officer | Not the traditional '80's sell job', we have have done over the years. It should be more focused on building relationship and chemistry . |
| Carol-Ann Granatstein, VP Marketing | Our track record and relationships with CEOs. |
| Joe Jackman, CEO | Reputation and awareness |
| Israel Diaz, Chief Creative & Design Officer | Word of mouth referrals. Reputation. Being clear about what we do and why we do it. |
| David Moore Advisory Board Chairman | Building Jackman's reputation |
| Arnaud Van de Voorde, VP Digital | Media presence of results & initiatives, Speaking engagements, references from satisfied EP's. |
| Paul Clark, EVP CX Services | Case studies. Testimonials from CEOs - particularly of large well-known companies. Focus on outcomes far less on process. |
| Blair Klayman. General Manager Reinvention | Having a EP who gets what we do...and one that really is willing to change. An EP that just wants to have a remodel of the store or activate an element within their customer experience is not really our target. It more around building a relationship with a inspirational CEO who is there to create the change. |
| David Zietsma, VP Management Consulting and Research | Getting to know the "inspired" CEOs in the market. We win best with CEOs that have just taken a new role with a change platform. We should be getting to know the change-minded CEOs so that they have us in mind when they are contemplating their next move. |
| How does the firm most need to adapt and improve for the changes ahead? | |
| Tracy Fellows - Chief Operating Officer | It shouldn't be COLT in the pitches. It needs to be the actual team members who will be working on the reinvention. It has been a bait and switch- send in COLT for the pitch and then give us completely different people for the reinvention. If Joe is in the room, the potential EP will want him involved. Joe doesn't want to be involved, so what is his role moving forward/ |
| Carol-Ann Granatstein, VP Marketing | I think our model is applicable to many categories so entrance into new territories is not an issue for us (for real). Because we have big names behind us and great results, I feel like we have the creds and can gain the trust easily of new prospects to take on their business despite no deep category experience. |
| Joe Jackman, CEO | We need to sharpen our messaging and selling strategy/capabilities |
| Israel Diaz, Chief Creative & Design Officer | Expand what we do to outside of Retail Reinventions. We need to own the space of "Reinvention". To a point where Jackman equals Reinvention. And competitors will actually not want to use the word in their communication. |
| David Moore Advisory Board Chairman | Need to get better at telling our story and understanding how our expertise can meet specific client challenges |
| Arnaud Van de Voorde, VP Digital | 2 things: 1. Business model needs to be reinvented to extend its reach to much greater business opportunities (PE Firms only conclude so many deals per year vs hundreds of CEO looking for results & an answer) 2. Progress > Process |
| Paul Clark, EVP CX Services | Tell our story better. Focus on outcomes. Broaden the pitch team. Be more confident in our story. |
| Blair Klayman. General Manager Reinvention | Is our target and focus on PE firms the right one? Do we need to think different around our segments, and with that develop new methods to foster and harvest these relationships. |
| David Zietsma, VP Management Consulting and Research | Tighter message, clearer articulation of the impact, lower total cost and more flexible approach. |
| On a scale of 1-10, how well do your presentations back up your recommendation with an irrefutable logic trail? In other words, how well do you typically build a strong argument for your recommendation? (10 = we are always strong in this area) | |
| Tracy Fellows - Chief Operating Officer | 9 |
| Carol-Ann Granatstein, VP Marketing | 5 |
| Joe Jackman, CEO | 5 |
| Israel Diaz, Chief Creative & Design Officer | 5 |
| Arnaud Van de Voorde, VP Digital | 7 |
| Paul Clark, EVP CX Services | 6 |
| Blair Klayman. General Manager Reinvention | 5 |
| David Zietsma, VP Management Consulting and Research | 10 |
| 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) | |
| Tracy Fellows - Chief Operating Officer | 9 |
| Carol-Ann Granatstein, VP Marketing | 8 |
| Joe Jackman, CEO | 3 |
| Israel Diaz, Chief Creative & Design Officer | 6 |
| Arnaud Van de Voorde, VP Digital | 3 |
| Paul Clark, EVP CX Services | 3 |
| Blair Klayman. General Manager Reinvention | 5 |
| David Zietsma, VP Management Consulting and Research | 6 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected creative/concept/design idea? (10 = we are always strong in this area) | |
| Tracy Fellows - Chief Operating Officer | 7 |
| Carol-Ann Granatstein, VP Marketing | 5 |
| Joe Jackman, CEO | 3 |
| Israel Diaz, Chief Creative & Design Officer | 6 |
| Arnaud Van de Voorde, VP Digital | 1 |
| Paul Clark, EVP CX Services | 5 |
| Blair Klayman. General Manager Reinvention | 2 |
| David Zietsma, VP Management Consulting and Research | 6 |
| 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) | |
| Tracy Fellows - Chief Operating Officer | 7 |
| Carol-Ann Granatstein, VP Marketing | 8 |
| Joe Jackman, CEO | 8 |
| Israel Diaz, Chief Creative & Design Officer | 8 |
| Arnaud Van de Voorde, VP Digital | 6 |
| Paul Clark, EVP CX Services | 8 |
| Blair Klayman. General Manager Reinvention | 3 |
| David Zietsma, VP Management Consulting and Research | 8 |
| As you consider the questions above, what most holds back the effectiveness of your client and new business presentations? | |
| Tracy Fellows - Chief Operating Officer | Too many people on the reinventions (Resourcing issue) |
| Carol-Ann Granatstein, VP Marketing | Having the strongest presenters in the room No rehearsals Last minute changes to materials + no rehearsals Not super engaging presentations Too many words on the screen |
| Joe Jackman, CEO | As above, need to learn how to sell. |
| Israel Diaz, Chief Creative & Design Officer | Clarity in WHY we exist and why clients need to work with us. Also, how can we best |
| David Moore Advisory Board Chairman | Do not have direct exposure to new business efforts but suspect they are hampered by lack of preparation and uninspired presentations |
| Arnaud Van de Voorde, VP Digital | We taylor our presentations only minimally as we currently aim for similar type of opportunities. More room for creativity and thought provoking insights to help prospects experience the type of questions & challenges we will tackle together. Should aim for less slides, creating more reactions, triggering more discussions. |
| Paul Clark, EVP CX Services | We focus too much on process. We don't make the case for reinvention for that particular EP - we talk about generic reasons. |
| Blair Klayman. General Manager Reinvention | -Resources -Lack of larger case studies to shareout (Hertz and Duane Reade can only go so far) -Not sure the team (as a whole Jackman team) knows that everyone plays a role with NB. But we need a real champion to drive this. -People still want Joe...and we need to ensure that other people at Jackman haver the same magic/effectiveness as Joe |
| David Zietsma, VP Management Consulting and Research | To be clear, I don't think being innovative (unexpected insight or creative concept) is required for us to deliver superior value. It is the thoroughness of our solutions and speed to execution that creates the value. What is holding us back on BD is the size of the bet we are asking businesses to make on us and the timeframe required for a reinvention. We offer speed to value creation but that means you will get there in 2-3 years instead of 3-5. That is still really long time to wait to get payback on our fees. |
| And finally… any advice for Mirren as we prepare your training program? | |
| Tracy Fellows - Chief Operating Officer | Let's figure this out!! |
| Carol-Ann Granatstein, VP Marketing | Hold people accountable in the room. Everybody. Understand the complexities of the executive team and their differing POVs on what it is that we sell. Also...regarding what will get in our way to achieving goals will be poor managers, and the most important thing I think is a clear vision of the future and the roadmap to get there. We need our own north star. |
| Joe Jackman, CEO | Counting on you to do a brilliant job, including challenging our thinking and practices. Many thanks for taking this on. |
| David Moore Advisory Board Chairman | Please try and instill the need for both inspiration and discipline In our new business efforts |
| Arnaud Van de Voorde, VP Digital | Help us shed the fear of acquiring business that we haven't forecasted. Growth is a good problem to have and we should embrace all its sources. |
| Paul Clark, EVP CX Services | Help us sell in without using Joe. He is a great presenter and brings high credibility to the pitch, but then the EP wants him on the business - not scalable. Help us close - we get a lot of opportunities to pitch at a senior level but don't close as much as we should. Help us be confident in our pricing. |
| Blair Klayman. General Manager Reinvention | Be bold Shake the tree Keep in mind, we are a lean organization...but hungry for NB. |
| David Zietsma, VP Management Consulting and Research | Recognize that our product is different. We will not look to follow others in terms of our offering and approach. |