| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Suzan Knese, Chief Operating Officer | 23 years in advertising. Consumer and B2B background. 10 years with D'Arcy Advertising. AB, Mars, Coca Cola, TWA 5 years business consultant Almost 10 years with O+B. Monsanto, USDA, USB, Merck Animal Health |
| Brian Deverman, Vice President | I have had the opportunity to work in the ag industry for 18 years. I previously worked for Syngenta, Pioneer, and Monsanto. Since joining O+B I have had the chance to work on new business development and now help lead our accounts such as Monsanto, Monsanto Advocacy, BEE, Verdesian, Morton, Michelin, and several others. |
| Colleen Scott, Director | In the marketing/public relations field for 25-plus years, working for a variety of not-for-profit agencies and other entities. Most immediate prior experience at another local agency working directly with a different animal pharmaceutical account. Direct client interaction on a daily basis. Most account experience has been related to animal pharmaceuticals, however, some experience in other business sectors. |
| Trista Thompson, Director | I have over 14 years of experience on the agency side from full service agency to boutique media planning only agency experience in automotive, telecommunications, retail, CPG, and B2B agricultural |
| Karen Pfautsch, VP | 12 years at O+B, started at entry level, prior worked a small marketing agency for one year |
| Deanna Montgomery - Group Director | I've worked at three agencies and on the client side one time. Agencies: CMF&Z, Barkley; Client: Director of Marketing Crystal Group Inc. Accounts: Ericsson Mobile Phones; Square D; Rockwell Mobile Communications; Cellular One; March of Dimes; John Deere; Pioneer; Hy Vee; Big O Tires; Helzberg Diamonds; UMB; Westlake Ace Hardware; AgraQuest; Merck Animal Health; SFP/Verdesian Life Sciences |
| Rhonda Ries President, CFO | Background - 27 years in agency-related. O+B 24 years (Finance, Operations, Executive Leadership) Fleishman Hillard 3 years - Finance |
| Neil Caskey, EVP | One agency (O+B). Worked on USDA, Monsanto, USB |
| Rhonda Ries President & CFO | Background is primarily business operations and executive leadership. Fleishman Hillard 3 years O+B 24 years |
| Kayla Hedrick, Director | I've worked as both the client and in an agency. I managed 4 different agencies while I was on the client side. On the agency side, I mostly focus on PR but have more and more experience in account service. |
| Luke McKelvie VP Livestock/Animal Agriculture | Full career at O+B. Worked with John Deere/other agronomy clients until 2002 then initiated work on forming an animal health unit. Have worked on expanding the depth and breadth of that unit since then, beginning with Merck Animal Health -- expanding within that client as well as broadening to other clients. |
| Jaime Jonesmith, Group Account Director | I have been at O+B for the majority of my career working in both media and account management across agronomy, equipment and association accounts. Prior to O+B I was with the Hughes Group and May Co. |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Suzan Knese, Chief Operating Officer | Resource allocation planning Talent alignment Strategy input |
| Brian Deverman, Vice President | For the first 10 months within O+B i focused a high percentage of time within new business development. Helping develop relationships with potential new clients and also helping our current client organize growth through special projects, etc. |
| Colleen Scott, Director | Been involved in writing portions of two new business pitches and in the presentation of one of those pitches, which is still active. |
| Trista Thompson, Director | I have been involved in new business pitches at O+B and other agencies I have worked at previously from a media strategy perspective I have also worked on growing current business from within with opportunities |
| Karen Pfautsch, VP | Subconsciously helped with organic growth of USB, not necessarily a specific effort to do this Have participated in or led a handful of RFP responses throughout my time at O+B |
| Deanna Montgomery - Group Director | RFP for SFP in 2012 - retained the account; continue to increase non-contract revenue through additional initiatives |
| Rhonda Ries President, CFO | RFP development, review, pricing research on leads, prospects, competition All contracts - development, negotiation Meet/greet clients, exec contact for clients |
| Neil Caskey, EVP | Always maintained a sales role |
| Rhonda Ries President & CFO | RFP completion, review, pricing Contracts - development, pricing, negotiation Client relationship - Sr. Exec Contact/ meet/greet |
| Kayla Hedrick, Director | I've been charged with finding new opportunities but haven't been able to really capitalize on this. I'm trying to find a balance of sold business vs new business. And, I really am not sure how to do it. |
| Luke McKelvie VP Livestock/Animal Agriculture | I take part in new business presentations to all livestock-related and companion animal prospects and clients. I enjoy telling the O+B story, describing our culture and team dynamic, and connecting the talent of our teammates to how we can help prospects accomplish their goals. |
| Jaime Jonesmith, Group Account Director | My role in new business has been limited, my focus has been on managing current business and the team supporting it. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Suzan Knese, Chief Operating Officer | A full service agency at the cross roads of change and evolution. Deep roots in the ag and rural marketplace with a desire to diversify. Made up of smart people that care. |
| Brian Deverman, Vice President | Osborn Barr is a full-service marketing communications and advertising agency, specialized completely in agriculture. Our 28 year legacy has been built on marketing work including, but not limited to, farming, livestock, ranching and rural lifestyle audiences. |
| Colleen Scott, Director | Osborn + Barr brings a breadth and wealth of experience in direct business to business and consumer-facing marketing, public relations and advertising. The agency seeks to find and retain the most well-suited individuals, carefully matching client needs and working styles with appropriate talent. O + B is constantly growing and developing as the needs of clients fluctuate. |
| Trista Thompson, Director | Ag and rural America's biggest advocate, client focused, satisfactions driven, and always striving to be make your business better. |
| Karen Pfautsch, VP | Communications and marketing agency, steeped in agriculture. |
| Deanna Montgomery - Group Director | Osborn Barr is a full service marketing and communications agency specializing in the rural and agriculture market. |
| Neil Caskey, EVP | Advertising and public relations agency that focuses on agriculture and rural America. |
| Rhonda Ries President & CFO | O+B is known for building long-standing, loyal relationships with our clients. OB offers strategic insights, highly creative solutions. |
| Kayla Hedrick, Director | Osborn Barr is a full service agency offering strategic marketing communications. From big picture to tactical execution, we can help you identify and deliver on your specific needs. |
| Jaime Jonesmith, Group Account Director | The agency is strong in agricultural communications. Agency consists of hard-working individuals and have clients best interest in mind. |
| 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? | |
| Suzan Knese, Chief Operating Officer | It would be an orange Honda Civic. Reliable and affordable but missing some flash. Gets me from point A to point B but without making much of a statement. Orange because that has been our signature color for several years. |
| Brian Deverman, Vice President | Chevy Impala White Loyal, dependable and not flashy. Comfortable in who we are. Willing to step out and try new things but tend to stay safe. |
| Colleen Scott, Director | If the agency were a car, it would be a Jeep -- unconventional, sporty, experiential, utilitarian. It would be gray. And it would be dirty -- out on the road and exploring new territory. |
| Trista Thompson, Director | Dodge Charger, red. We want a cool factor but we want to be American made and performance driven |
| Karen Pfautsch, VP | I'm not a car person, but maybe a really nice pickup truck (Chevy, Ford or Dodge) |
| Deanna Montgomery - Group Director | Ford; blue American made, farmers drive them. Blue because it's my favorite color and makes me feel good, and O+B is a caring company who believes in their employees and it feels good working in this agency. |
| Neil Caskey, EVP | White Buick. Viewed as traditional, OK, nothing flashy. |
| Rhonda Ries President & CFO | Ford Explorer Limited, Black OB is established (28 years) larger in scale, reliable, US-based, well-known in our category, Limited edition - is more elite in the category, offering more features Black - more luxurious color, timeless |
| Kayla Hedrick, Director | 2012 Town and Country Minivan. Blue. It's a trust-worthy vehicle that gets you where you need to go. It's fairly painless to utilize, but has a lot of miles on it and is showing wear. You don't always love it and sometimes it breaks down -- but at the end of the day, you can't see yourself without it. |
| Jaime Jonesmith, Group Account Director | Ford f250--silver/grey solid, tough, durable, sometimes hard to maneuver in tight places, but overall dependable. |
| As best you can answer, in which client categories does the agency have the most robust experience? Please list what you think are top 2 - 4, prioritized by those that best meet these 2 criteria: 1) You have the most robust experience (including case studies); 2) You have most new business potential (there's business to go after vs. a very small category or one that spends little on agencies). Note: we’re looking for “categories” as traditionally defined by clients (i.e., automotive, grocery retail, travel, retail banking, packaged foods) vs. “agency-invented" categories such as challenger or lifestyle brands. | |
| Suzan Knese, Chief Operating Officer | Ag/Rural - Robust experience; clients and staff. Medical/Hospitality is a big potential as we can include our rural knowledge. Food Industry as we can incorporate our ag knowledge and experience |
| Brian Deverman, Vice President | 1. Creative, PR, Account Service 2. Digital and Digital Content |
| Colleen Scott, Director | Animal pharmaceutical/health Crops Associations (USB) |
| Trista Thompson, Director | ag, rural lifestyle, |
| Karen Pfautsch, VP | 1) crop production, crop related services 2) animal health |
| Deanna Montgomery - Group Director | Traditional agriculture - Row Crops Animal Health |
| Neil Caskey, EVP | Agriculture |
| Rhonda Ries President & CFO | Agriculture, Rural, Association, Government Knowledge driven categories where in-depth technical insights are more prominent: - Healthcare - Food channel - Government |
| Kayla Hedrick, Director | field crops animal agriculture |
| Jaime Jonesmith, Group Account Director | agricultural--agronomy, association, animal health, equipment There is business potential in all of those if not held to competitive agreements |
| Which 3 - 5 services does the agency most often provide these clients? | |
| Suzan Knese, Chief Operating Officer | 1. Insights to the market 2. Strategy to client communication/positioning 3. Production/Collateral 4. Creative Services |
| Brian Deverman, Vice President | Creative, PR, Account Service |
| Colleen Scott, Director | Creative Business-to-business relations Public Relations Issues management Member management |
| Trista Thompson, Director | creative, PR, media, marketing strategy |
| Karen Pfautsch, VP | Strategic communications planning, traditional advertising, PR |
| Deanna Montgomery - Group Director | Communications Strategy, creative (traditional print, collateral, radio, some TV, some digital) PR, media planning/buying) |
| Neil Caskey, EVP | Public relations Creative Media Digital |
| Rhonda Ries President & CFO | Advertising - traditional creative Public relations Media Digital offering is increasing |
| Kayla Hedrick, Director | creative materials, strategic guidance, message development, media strategy |
| Jaime Jonesmith, Group Account Director | Strategic planning, creative, media, production |
| List the top few agencies that you do/will compete against most often. | |
| Suzan Knese, Chief Operating Officer | HLK - St. Louis Broadhead - Minneapolis Paradowski - St. Louis Sandbox (previously McCormick) - KC |
| Brian Deverman, Vice President | HLK Paradowski FH Brighton |
| Colleen Scott, Director | Swanson Russell Bader Rudder Morgan Myers |
| Trista Thompson, Director | HLK, McC, Brighton, Ad Farm, Swanson Russell, FLM |
| Karen Pfautsch, VP | AdFarm, FLM, Morgan & Myers |
| Deanna Montgomery - Group Director | FLM, Broadhead, McCormick, Paradowski, Bader-Rutter, AdFarm |
| Neil Caskey, EVP | FLM Paradowski Morgan & Meyers HLK Bader Rutter |
| Rhonda Ries President & CFO | HLK Paradowski McCormick Broadhead Fleishman Hillard |
| Kayla Hedrick, Director | Fleishman Hillard AdFarm Charleston Orwig Brighton |
| Jaime Jonesmith, Group Account Director | HLK, Paradowski, McCormick, Brighton |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Suzan Knese, Chief Operating Officer | Low cost services and insights. At times it feels we are the Wal-Mart in the space we compete. |
| Brian Deverman, Vice President | Strong connection to the ag sector. 100% focused in ag and we also developed Barnstorm, a farmer branding initiative. |
| Trista Thompson, Director | robust focus on agricultural and access to innovative farmers/producers |
| Karen Pfautsch, VP | Long term historical knowledge of their business, relationships with entities/people connected to client |
| Deanna Montgomery - Group Director | Relationship; strategic direction; knowledge of the ag industry; PR ideas and results |
| Neil Caskey, EVP | Used to be marketplace depth, not sure that's a differentiator anymore |
| Rhonda Ries President & CFO | In depth expertise of farmer-insights. Through various programs, we directly communicate with more farmers than other agencies. Most other agencies only create marketing materials to target farmers. We talk directly to them increasing our credibility and true understanding of what matters to them. |
| Kayla Hedrick, Director | We have a deep understanding of the issues, in the field expertise. |
| Jaime Jonesmith, Group Account Director | Agriculture focus, content, history |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Suzan Knese, Chief Operating Officer | New ideas, new thinking, integrated campaigns that are innovative. |
| Brian Deverman, Vice President | Digital capabilities Digital content |
| Colleen Scott, Director | Not sure -- in the specific case of Merck, they may view our competitors as providing better public relations, but that was really due to us not pursuing that business at the time. They also may view other agencies as better at strategy, even though they don't ask us for help with strategy. That has been a shift over the years and is a directive of the current leadership -- that Merck uses agencies as vendors and not necessarily as part of strategy development. |
| Trista Thompson, Director | real knowledge of the industry inside and outside ag |
| Karen Pfautsch, VP | I think they think competitors would provide the same as us, but could provide a fresh perspective. |
| Deanna Montgomery - Group Director | Digital Services |
| Neil Caskey, EVP | Digital |
| Rhonda Ries President & CFO | Digital offerings - digital, content, digital media Frequent creative ideas other category experience |
| Kayla Hedrick, Director | I see some of our competitors as experts in PR. I think O+B has tools to excel here, but doesn't use them to their fullest potential. |
| Jaime Jonesmith, Group Account Director | "New/different", extra-curricular activities |
| Are there any negative perceptions about the agency that might hold back your new business efforts? | |
| Suzan Knese, Chief Operating Officer | We are "old school", we do not provide any "digital" strategy or delivery (which is true on most fronts), we feel entitled to long standing business (we don't earn it everyday), we have a ho hum approach to our clients business, lack of passion |
| Brian Deverman, Vice President | We are Monsanto agency of record for leading brands - DEKALB and Asgrow |
| Colleen Scott, Director | Recent change and what impact that might have on our ability to deliver services. |
| Trista Thompson, Director | we are traditional and stuck in always doing what we have done in the past |
| Deanna Montgomery - Group Director | Not in the ag industry Outside of ag, other industry experience, market knowledge; leadership; creative experience |
| Neil Caskey, EVP | Digital capabilities Organizational transition |
| Rhonda Ries President & CFO | Ag economy is challenged, reducing the marketing spend with our clients. Our client budgets have decreased, requiring OB to reduce staff and scale. We're not seen as leading edge or progressive. |
| Kayla Hedrick, Director | Turnover. Past burned bridges. |
| Jaime Jonesmith, Group Account Director | traditional |
| 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) | |
| Suzan Knese, Chief Operating Officer | 5 |
| Brian Deverman, Vice President | 7 |
| Colleen Scott, Director | 6 |
| Trista Thompson, Director | 9 |
| Karen Pfautsch, VP | 4 |
| Deanna Montgomery - Group Director | 8 |
| Neil Caskey, EVP | 7 |
| Rhonda Ries President & CFO | 6 |
| Kayla Hedrick, Director | 6 |
| Jaime Jonesmith, Group Account Director | 8 |
| 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) | |
| Suzan Knese, Chief Operating Officer | 5 |
| Brian Deverman, Vice President | 6 |
| Colleen Scott, Director | 3 |
| Trista Thompson, Director | 8 |
| Karen Pfautsch, VP | 1 |
| Deanna Montgomery - Group Director | 5 |
| Neil Caskey, EVP | 3 |
| Rhonda Ries President & CFO | 6 |
| Kayla Hedrick, Director | 7 |
| Jaime Jonesmith, Group Account Director | 6 |
| 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) | |
| Suzan Knese, Chief Operating Officer | 7 |
| Brian Deverman, Vice President | 7 |
| Colleen Scott, Director | 7 |
| Trista Thompson, Director | 8 |
| Karen Pfautsch, VP | 8 |
| Deanna Montgomery - Group Director | 8 |
| Neil Caskey, EVP | 8 |
| Rhonda Ries President & CFO | 6 |
| Kayla Hedrick, Director | 9 |
| Jaime Jonesmith, Group Account Director | 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) | |
| Suzan Knese, Chief Operating Officer | 5 |
| Brian Deverman, Vice President | 6 |
| Colleen Scott, Director | 5 |
| Trista Thompson, Director | 6 |
| Karen Pfautsch, VP | 5 |
| Deanna Montgomery - Group Director | 6 |
| Neil Caskey, EVP | 5 |
| Rhonda Ries President & CFO | 6 |
| Kayla Hedrick, Director | 4 |
| Jaime Jonesmith, Group Account Director | 4 |
| Overall (and as you consider the questions above), what do you believe most holds back the effectiveness of your client and new business presentations? | |
| Suzan Knese, Chief Operating Officer | Being too conservative in our approach to new business. Failing to define the expectations of how we will approach and deliver the pitch (hearding cats), no one person owning the process, lack of passion |
| Colleen Scott, Director | The above scores are based solely upon the two new business presentations I have been a part of. And at least one of those was based upon a very specific RFP. But in thinking about all presentations (not just those involved in the pursuit of new business), those are components important to all presentations about new creative, new strategy, new ideas, new anything. So I think the above are critical areas that can be addressed even when talking to existing clients about new ideas. It would be helpful to have a standardized format to present those ideas in, that way everyone would be reminded of how important all those elements are, especially number 4. We should also probably spend more time "in the field" immersing ourselves more in the clients' business to better address number 2. |
| Trista Thompson, Director | really understanding what they are hoping to gain by going the direction of partnering with an agency, upfront discovery, trying to present what we want to push on the clients v. what they want to see in a partner |
| Karen Pfautsch, VP | Connecting to their business goals |
| Deanna Montgomery - Group Director | Presentation style, ideas, right personnel, offerings |
| Neil Caskey, EVP | Probably fail to connect well with their business objectives |
| Rhonda Ries President & CFO | Ineffective business development process. With every RFP, every new business pitch, the process is redefined, no clear understanding of who is leading or driving or sure of the final outcome or deliverable. |
| Brian Deverman, Vice President | Knowing enough about the client or the problem we are trying to solve |
| Kayla Hedrick, Director | No consistency. There should be a blue print of how you go about selling new business. Not the same presentation -- but what is the meat that needs to go into the presentation? This should be different for every client. I've asked to see selling presentations and they are ALL over the board. |
| Jaime Jonesmith, Group Account Director | Being able to connect communications efforts to sales/leads. Being stuck with client direction to do the same. |
| What are the top 2 or 3 changes or trends you see in terms of how clients are interacting with agencies? | |
| Suzan Knese, Chief Operating Officer | Procurement is driving the relationship with regards to cost and budgets AOR is long gone, we are only as good as the last project They aren't afraid to move the business - we are a vendor - not a partner |
| Brian Deverman, Vice President | Digital needs Questioning overall media spends and direction |
| Colleen Scott, Director | Doing more with less. More unwillingness to view agency as partner vs. vendor. Unwillingness to invest in long-term relationships -- they give little importance to the relationship. |
| Trista Thompson, Director | not just using one exclusively, the ability to project price work v. retainer based work, |
| Karen Pfautsch, VP | Vendors as opposed to partners Splitting up work across many agencies |
| Deanna Montgomery - Group Director | They are using multiple agencies trying to get the best agency by discipline. They want more for less Less loyalty |
| Rhonda Ries President & CFO | Clients are looking for the next shiny solution which will help them solve their marketing challenges. Our Ag clients are in a tough, tense economic environment. This effects their roles and their individual performance. They are looking for agency partners that can understand and provide solutions to their business issues. |
| Kayla Hedrick, Director | Our already conservative industry is getting even more conservative. They'll be looking to get as much out of us without paying anymore. |
| Jaime Jonesmith, Group Account Director | fewer long term relationships, always looking for new perspective. |
| What are the top few changes you see in terms of why clients put accounts into review? | |
| Suzan Knese, Chief Operating Officer | Perception that we don't care and aren't passionate about their business We are perceived as "mailing it in" and not bringing new ideas...other agencies are seen as the shiny new penny. Focus on hours and budgets vs. results |
| Brian Deverman, Vice President | Agencies don't bring enough new ideas. Not enough times does an agency get a seat at the table with the client from a strategic perspective. Personal relationships. |
| Colleen Scott, Director | Trying to get the most for their money. Unhappy with the day-to-day agency machinery and lack of understanding of why it takes "so long" to get things done. |
| Trista Thompson, Director | not feeling like their needs are addressed and that they understand why we do want we do or the issues we face, too many levels of chains of mgmt., creativity in the strategy and recommendations, just want to shake things up, when sales/industry is down, budgets |
| Karen Pfautsch, VP | Agency people issues, loss of confidence, sell but don't deliver |
| Deanna Montgomery - Group Director | Companies want to see who else is out there that may be better suited to drive their business goals More reviews driven by procurement Capabilities in digital and mobile |
| Neil Caskey, EVP | Relationship Relationship Relationship |
| Rhonda Ries President & CFO | Lack of new ideas, taking the relationship for granted, looking for lower cost. Putting an account in review is a great way for a client to see who else is out there, get new ideas for free and lower their marketing investment. It isn't fun but reality. |
| Kayla Hedrick, Director | Relationships.We have to manage the relationship and identify early if it isn't working. Change stinks -- but we can't leave people who don't collaborate well with clients in that position for long. |
| Jaime Jonesmith, Group Account Director | Procurement process. New thinking. |
| If you’re able to answer, how is most new business coming in to the agency (i.e., competitive reviews/RFPs, proactive prospecting, referrals, etc.)? | |
| Suzan Knese, Chief Operating Officer | Referrals RFP's |
| Brian Deverman, Vice President | Biggest percentage of growth in dollars from current clients In terms of number of clients it is a focus of a few individuals to make it happen |
| Colleen Scott, Director | Having only been here for 9 months, I'm not quite sure. The two I've experienced -- one was proactive prospecting and the other was based on a long-time relationship with others in the company. |
| Trista Thompson, Director | referrals, proactive prospecting |
| Karen Pfautsch, VP | Proactive prospecting |
| Deanna Montgomery - Group Director | Proactive prospecting - BEE Referral - MAH Swine |
| Neil Caskey, EVP | Referrals |
| Rhonda Ries President & CFO | Referral based. Organic growth. Some RFP's. Most RFP's do not result in new clients. Very little targeted, proactive prospecting. |
| Kayla Hedrick, Director | I think we're mostly proactively prospecting. Although, some have come from referrals. Very rarely RFPs. |
| Jaime Jonesmith, Group Account Director | proactive, referrals |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Suzan Knese, Chief Operating Officer | Laser focus. Figure out how to qualify a lead, how to approach it, how to deliver on it and when we win it, onboard it successfully. |
| Brian Deverman, Vice President | Decide who we are as a company. Are we ag, are we a combination or ag and other? If we are a combination we must develop a clear communication to internal and external on who we are. Because our current ag clients may say we are losing focus on our core. Understand who owns the new business opportunities |
| Colleen Scott, Director | More networking, more showcasing of our existing work to existing clients. Determine how to position the agency as doing more than ag work, while not abandoning the ag roots we were built upon. |
| Trista Thompson, Director | Not spending big chunks of money when we have an account in review that is already a current client, the majority of those wins don't happen and then we end up further in the hole and losing a piece of business and layoffs happen, focus on growing accounts from withing and following up on referrals |
| Karen Pfautsch, VP | Raise the quality bar |
| Deanna Montgomery - Group Director | Hire an experienced, proven New Business leader Staff the agency to respond to RFPs while not draining resources for current clients. Have new business qualifiers before going after a piece of business; such as, revenue opportunity, industry/market fit, clear understanding of need to determine if we have the expertise or if we're willing to invest in the necessary expertise Understand the industry/market we're going after and make sure we have the people to support drive that business Need a resource library of case studies of client work that has driven client goals, capabilities, O+B brand message that can be used and not reinvented each time there is a pitch. This would also keep the O+B brand message consistent. |
| Neil Caskey, EVP | Need to figure out nb infrastructure (insights, competitive analysis, etc) |
| Rhonda Ries President & CFO | Define and rebuild the new business process. Need to clearly define roles - who does what. Definitive proactive prospecting as a continuous process, not just when we have free time. |
| Kayla Hedrick, Director | Have a system in place. Use the assets. Have people who know their teams assets so well, they know exactly who should be part of a team. |
| Jaime Jonesmith, Group Account Director | Not be tied to clients and corresponding competitive agreements especially when those clients are not spending what they have in the past. We are "held hostage" by these clients. |
| Any final advice for us as we prepare your training program? | |
| Suzan Knese, Chief Operating Officer | We have an amazing team. We need energy to see what is possible and then put a process in place so we all aren't continually bumping into one another. We have an amazing story to tell. We need you to help us narrate it. |
| Trista Thompson, Director | I think we need to really look at how we spend out of pocket agency $$ on new business because I have seen other agencies really hurt themselves financially by doing some of the things mentioned above. |
| Deanna Montgomery - Group Director | no |
| Neil Caskey, EVP | Looking forward to seeing how you can help us build the right infrastructure for our success |
| Rhonda Ries President & CFO | Please provide real-life, case-study examples of "how" agencies have applied Mirren training principles to pitch, win. |