| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Dennis Hardy, President/CEO | I co-founded EHY 30 years ago. My background is as an Account Person. Food Commodity Accounts: Idaho Potato Commission, CA Walnut Board, Peruvian Avocado Commission, National Honey Board, Peruvian Avocado Commission, CA Egg Commission, CA Strawberry Board, CA Raisin Marketing Board, Chilean Avocado Commission, Chilean Fresh Fruit Association . Restaurants: Wendy's Old Fashioned Hamburgers - national account in the mid-late 1970's, Carl's Jr., El Torito, Stuart Anderson's, and about a dozen other large regional or national chains over the years. Other Food-Related: Wolfgang Puck's American Wine & Food Festival, Hughe's Markets (60-unit grocery chain in So. CA), CPG: Tony Chachere's Creole Foods, Jonny Cat brand cat litter. Casinos: Chumash Casino Resort NOTE: This casino, which is one of the big ones in CA., outsourced all of their marketing through EHY for four years, during which time I acted as their Exec. Director of Marketing (revenue increased $200 million.) EHY continues to handle the casino in a more traditional agency relationship. I have also worked on some small regional banks, and a few tech products years ago. |
| Taylor DeVries Public Relations Account Executive | I have been with this agency for 2 1/2 years and worked my way up from the receptionist position. I have worked on several film festival accounts for several seasons with other agencies. |
| Candice Nyholt, Sr. Account Executive | My background in terms of agencies: -I have been at EHY for 1.5 years -Prior to that I was Accounts Director at a Marketing/Advertising/PR agency that worked with the not-for-profit (Foodbank, Community Environmental Council, Women's Economic Ventures, Visiting Nurse and Hospice Care, Santa Barbara City College Foundation, etc), government and financial services sectors (I was there for 5.5 years) -I have also worked for an investor relations/corporate communications agency -I was on the client side at a child education media company |
| Keith Butler, VP - Digital Services | Agency background: digital marketing services to various clients, approximately 8 years. Client-side background: digital marketing, sales, approximately 15 years. |
| john Stranger VP Group Account Supervisor | Ted Bates, Scali McCabe Sloves, Dailey, worked on Warner Lambert, Corning, Clairol, Chase Bank, M&M / Mars, Nestle, Robert Mondavi, Safeway, Albertsons, California Walnuts, Sara Lee, |
| Tori Brumfield, VP/Account Supervisor | Vice President, Account Supervisor EvansHardy+Young, Inc August 2001 – Present (14 years 11 months)Santa Barbara, California Area Lead all advertising and marketing activity for key gaming and hospitality clients. Supervise development and execution of advertising programs including digital, social, broadcast, print, promotion, and in-store merchandising. Manage multi-million dollar media and production budgets annually. Supervise account management team ensuring processes are followed and client expectations are met or exceeded. Primary advertising account liaison for the Chumash Enterprise. - Developed robust marketing platform with fully integrated advertising campaign, extensive tourism-marketing program and large scale guest affinity program with over 100 local business partners. - Identified business opportunity for a systems integration project resulting in the development of a custom ticketing management platform. Architected the design and functional requirements for the platform. Project managed the process and successfully generated 100% ROI on the investment within 365 days of the site launch. - Lead multiple website redevelopment programs leveraging new technologies to create better user experiences, improved ROI and social integration. - Manage upwards of 150 print and collateral projects each month for fast-paced, retail oriented client. Account Executive Cramer-Krasselt August 2000 – July 2001 (1 year)Phoenix, Arizona Area Developed traffic-building promotions and events for Toyota's largest dealer associations in the Denver Region. Worked entirely with dealer principals, Toyota Region Executives and Toyota Motor Sales. Developed retail-oriented, traffic driving campaigns for Beazer Homes. Managed the development of the Norman Rockwell Pictures for the American People campaign for the Phoenix Art Museum exhibition. Campaign increased attendance goals by 25%. Managed media and production budgets over $7M annually. Clients: Toyota Dealer Association Beazer Homes Phoenix Art Museum Biltmore Fashion Park Assistant Account Executive Publicis Advertising August 1999 – July 2000 (1 year)Dallas/Fort Worth Area |
| Scott Young Chief Creative Officer | ECD BJK&E, LA and DMB&B, San Francisco Group CD Dailey & Associates The Richards Group Copywriter, Tracey Locke, Dallas Ketchum Many and varied accounts |
| Lily Katz-Smolenske Sr. Vice President Media Director | EHY, JWT/Mindshare, Western International Media, TWA/Chiat/Day, Seagrams (client side), Young & Rubicam/Dentsu Avocado from Peru, CA Egg Commission, Asahi Beer, Baja Fresh Restaurants, CA Raisin Marketing Board, CA Walnuts, Chilean Fresh Fruits, Clif Bar, ESPN Restaurants, Ghiradelli Chocolate, Idaho Potato Commission, Jack in the Box, Hi-Chew Candy, Kirin Beer, Nissin Foods, Round Table Pizza, Seagrams, Premium Wines, Spirits & Coolers, Sizzler Restaurants, Tony Roma's, Village Inn Restaurants, Wolfgang Puck's American Wine & Food Festival, Hyatt Hotels, Cobra Golf, Taylor Made Golf, EVA Airlines, Japan Airlines, Spanish National Tourist Office, Santa Barbara Visitor's Conference Bureau, The Peninsula Beverly Hills, Children's Hospital L.A., SB Museum of Natural History, SB Museum of Art, Nissan Motor Corporation, Quaker State, Triumph Motorcycle, Canon USA, Mitsubishi Electronics, Sanyo, Toshiba, 20th Century FOX, Bandai Toys, Buena Vista Television, Chumash Casino, Disney Channel, Family Channel, Morgan Creek Productions, Namco Video Games, Sony Playstation, TV Guide, The Walt Disney Company, Upper Deck Trading Cards, Jenny Craig, Massage Envy, Mikimoto Pearls, Shiseido Cosmetics, Home Savings of America |
| John Stranger VP Group Account Supervisor | Ted Bates, Scali McCabe Sloves, Dailey. Accounts: Warner Lambert, M&M/Mars, Clairol, Corning, Chase, Nestle, Sara Lee, Safeway, Albertsons, LA Dodgers, Farmer John, Robert Mondavi, Aspen Dental, Hansens, California Walnuts, Idaho Potatoes, Avocados from Peru, Hi-Chew |
| Maria Varni Art Director | All my experience has really been from the agency side. I had experience working at a few different smaller design houses, in addition to doing freelance, before I started at EHY. |
| Sue Kennedy, Director Public Relations | My entire career has been on the agency side. I worked for three agencies in NYC -- Creamer Dickson Bamford, Cohn & Wolfe and Porter Novelli. My clients included: Coors, Smucker's, US Army, HP, Dannon and Idaho potatoes. I've worked on the Idaho potato brand for close to 20 years at three different agencies |
| Emily Nordee, PR Director | I have 15 years of experience in the industry, all within the Food/Beverage category. I started my career in Los Angeles working for Southern Wine & Spirits (marketing/sales), and the Patina Restaurant Group (marketing, special events, catering). I then moved to NYC and started to work on the agency side handling public relations, marketing, and event management efforts for high profile F&B clients: James Beard Foundation, Bon Appetit Magazine, Wines from Spain, Makers Mark Bourbon, Campari USA etc. In NYC I worked for 3 different agency's over a 10 year span. I have been at EH+Y for 2 years. |
| Tori Brumfield, Vice President/Account Supervisor | Vice President, Account Supervisor EvansHardy+Young, Inc August 2001 – Present (14 years 11 months)Santa Barbara, California Area Lead all advertising and marketing activity for key gaming and hospitality clients. Supervise development and execution of advertising programs including digital, social, broadcast, print, promotion, and in-store merchandising. Manage multi-million dollar media and production budgets annually. Supervise account management team ensuring processes are followed and client expectations are met or exceeded. Primary advertising account liaison for the Chumash Enterprise. - Developed robust marketing platform with fully integrated advertising campaign, extensive tourism-marketing program and large scale guest affinity program with over 100 local business partners. - Identified business opportunity for a systems integration project resulting in the development of a custom ticketing management platform. Architected the design and functional requirements for the platform. Project managed the process and successfully generated 100% ROI on the investment within 365 days of the site launch. - Lead multiple website redevelopment programs leveraging new technologies to create better user experiences, improved ROI and social integration. - Manage upwards of 150 print and collateral projects each month for fast-paced, retail oriented client. Account Executive Cramer-Krasselt August 2000 – July 2001 (1 year)Phoenix, Arizona Area Developed traffic-building promotions and events for Toyota's largest dealer associations in the Denver Region. Worked entirely with dealer principals, Toyota Region Executives and Toyota Motor Sales. Developed retail-oriented, traffic driving campaigns for Beazer Homes. Managed the development of the Norman Rockwell Pictures for the American People campaign for the Phoenix Art Museum exhibition. Campaign increased attendance goals by 25%. Managed media and production budgets over $7M annually. Clients: Toyota Dealer Association Beazer Homes Phoenix Art Museum Biltmore Fashion Park Assistant Account Executive Publicis Advertising August 1999 – July 2000 (1 year)Dallas/Fort Worth Area |
| Kait Benetz, Account Executive | This is the first agency I've worked at. I was an assistant to a copy writer in Los Angeles and was an associate producer for a full service tv production company. I just finished the IPA Foundation Certificate exam as well! |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Dennis Hardy, President/CEO | Except for restaurant chains, (which my now-retired former business parter pursued) I have led all of our new business and organic growth initiatives for many years. |
| Taylor DeVries Public Relations Account Executive | Nothing substantial so far, but I am able to offer the millennial perspective. |
| Candice Nyholt, Sr. Account Executive | During my time as Accounts Director at my previous agency, I was involved in the outreach and acquisition of new business as well as growth among existing clients. Currently, I research new business opportunities, work with a team to prepare new business pitch presentations, attend trainings to strengthen our agency's new business acquisition capabilities and collaborate with the team to strengthen our messaging and vision for the future. |
| Keith Butler, VP - Digital Services | Direct participation in developing and presenting new business pitches. Directing the development and leading organic growth opportunities. |
| john Stranger VP Group Account Supervisor | Help create pitch docs, presented at new bus. meetings |
| Tori Brumfield, VP/Account Supervisor | To date my role has been as a participant in responding to RFP's (primarily within the entertainment/hospitality/gaming industries) and identifying and generating organic growth with core clients. |
| Scott Young Chief Creative Officer | Create and Produce pitch creative materials Strategic and POV Development Attempt, often successfully, to be entertaining and pursuasive in presentation Occasional use of personal contacts (Triumph Motorcycles, Hi-Chew Candy, Iberia Airlines) |
| Lily Katz-Smolenske Sr. Vice President Media Director | Actively participate in all new business pitches including pitching media only accounts. At EHY we have an excellent media track record of negotiating efficiently, as well as providing strategic media planning My role at the agency is more than "Media Director" work directly with Dennis Hardy on new business development and prospective accounts. |
| John Stranger VP Group Account Supervisor | Help with RFP response documents, go to pitches |
| Maria Varni Art Director | My role in new business has usually fallen on the design side. I've been one of the primary people responsible for putting together the hard copy and presentation versions of the pitches for the past 8 years. This process is usually very last minute and heavily managed. Unfortunately, that means the book itself doesn't always reflect our design capabilities. I've also been a part of the creative brainstorm sessions for new biz and worked on subsequent creative comps and design collateral to be utilized in the books. |
| Sue Kennedy, Director Public Relations | I don't have a big role when it comes to new business. I am invited to brainstorms and occasionally to participate in a pitch. |
| Emily Nordee, PR Director | I am a networker by nature, so I am always on the lookout (or hunt) for new business opportunities/leads for the agency. I have been an active member of the new biz pitch team since I started with EH+Y |
| Tori Brumfield, Vice President/Account Supervisor | Primarily my role has been to support and participate in the RFP response (gaming, hospitality, entertainment categories). I've also focused on organically growing agency profit from key casino client. |
| Kait Benetz, Account Executive | I have not have any experience in these efforts at this agency. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Dennis Hardy, President/CEO | Food Prospects: "EH+Y offers real-world food marketing insights drawn form over 30 years of senior-level client and agency food marketing experience. We provide advertising, public relations, media buying and digital services to food marketers who desire a powerful competitive advantage." Casino Prospects: "EHY offers real-world casino marketing insights drawn from a unique combination of senior-level client and agency casino marketing experience. We provide advertising, public relations, media buying and digital services to casino clients that desire a powerful competitive advantage." |
| Taylor DeVries Public Relations Account Executive | Evans, Hardy + Young is a full-service advertising agency specializing in the food, gaming, and hospitality industries. |
| Candice Nyholt, Sr. Account Executive | EvansHardy+Young excels at listening and understanding the goals of our clients, crafting actionable plans to achieve the stated goals, and executing the most creative and impactful solutions for our clients. We are approachable and readily available to our clients. We value each of them and make them feel as if they are our only client. |
| Keith Butler, VP - Digital Services | We are a full service marketing agency, specializing in food and gaming clients. Our services include advertising, digital, media, and PR. |
| john Stranger VP Group Account Supervisor | We are food marketing specialists with senior staff members who have worked at the biggest agencies in the US. We believe the only metric worth measuring is sales. Our media buyers get better rates than anyone...you can't beat the market when you are the market, but as a small agency we can fly under the radar and get better rates than the big guys |
| Scott Young Chief Creative Officer | EHY will understand your business because we are in your business. We will provide you with outstanding creative work based on solid insight. As proven by our long and successful client relationships, we will be good partners to you and make a significant contribution to the success of your business. Also we won't cheat you or lie to you. (OK, that's four sentences. So sue me.) |
| Lily Katz-Smolenske Sr. Vice President Media Director | 1. EHY Media Services has earned a national reputation for delivering dramatic cost savings on strategic media plans; our buy analysis have delivered million $ savings for our clients. 3. Senior staff manage and negotiate on all accounts, our planners are also buyers 2. We are marketing people first with category/multi-media expertise, not media generalists. |
| John Stranger VP Group Account Supervisor | We are singularly focused on food, and we believe the only results that matter are increased sales. Our senior staff have years of experience at the biggest agencies/food clients in the world. Because we are small our media buyers get better rates than the big guys (you can't beat the market if you are the market). |
| Maria Varni Art Director | EHY is an intimate full-service agency, centrally located in Santa Barbara, California. We have 30+ years of extensive experience working with international and national food commodity boards, national restaurant chains, lifestyle clients and gaming. Our proven track record tackling tough challenges and foreseeing new trends is one of the many reasons we have so many long-standing clients. |
| Sue Kennedy, Director Public Relations | EHY is a full-service marketing agency nestled in the heart of Santa Barbara. For 30+ years it's created outstanding award-winning programs for its clients including the Idaho Potato Commission, National Honey Board and Chumash Casino.Sver |
| Emily Nordee, PR Director | EH+Y, is a mid-size, full service creative agency, specializing in traditional media, advertising, digital and public relations. We are industry leaders in food commodity marketing, based in Santa Barbara, CA. |
| Tori Brumfield, Vice President/Account Supervisor | EvansHardy+Young is a marketing communication firm specializing in food, hospitality and gaming. We are known for creating real world results for our clients. Our job is leverage marketing opportunities to increase your profit margins, drive volume/sales and achieve business goals. You'll have senior level staff with significant experience on major brands working on the front lines your business, everyday. |
| Kait Benetz, Account Executive | Evans Hardy and Young is a full service advertising agency ranging from media buying, print and digital advertising, social media and PR. We believe that all success is built on a solid client relationship and our goal is to know our clients and their brands as well as they know themselves. We are here for you and we promise to do all we can to grow and retain your business. |
| 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? | |
| Dennis Hardy, President/CEO | EHY would be a gun metal grey Volvo S-90 Turbo. Safe, dependable, high quality, but with very good performance. |
| Taylor DeVries Public Relations Account Executive | A slate/grey honda accord (a smaller, efficient, and reliable car that can fit a lot into it for its size). The color is nothing too flashy, but its something that people haven't seen much of. |
| Candice Nyholt, Sr. Account Executive | Our agency would be a black convertible Corvette |
| Keith Butler, VP - Digital Services | Minivan; white; we try to contain everything we can, without offending. |
| john Stranger VP Group Account Supervisor | A green Chevy pickup....a farm truck...we work on food commodity brands, and understand that our clients are often farmers. We understand that mind set |
| Scott Young Chief Creative Officer | A silver BMW pickup. We're reasonably fast and nimble and we can deliver a big payload. I know BMS doesn't make pickups, but use your imagination. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Honda Accord, silver Reliable, Dependable, Proven track record, Honest and delivers on the promise Silver - Noticeable, not blend in, responsive |
| John Stranger VP Group Account Supervisor | Green Chevy pick-up truck with mud on the wheels. Many of our clients are farmers, this is a farm truck. |
| Maria Varni Art Director | White Volvo Sedan. We aren't sexy. We aren't edgy and flashy and aren't going to veer off road. However, we are very safe and reliable. We will get the job done AND do it well. Dependable. |
| Sue Kennedy, Director Public Relations | White Dodge Charger. The car isn't immediately top of mind. But it's attractive and eye-catching so when you see it on the road you want to know more about it. Once you take notice of it you, you realize it's a good deal and solid vehicle. |
| Emily Nordee, PR Director | Black Jeep Cherokee! We are dependable and have a solid reputation but are not overly "showy" We are stealth behind the scenes, and make things happen for our clients...we get the job done. We are midsize, not too small, but not too large, giving us an advantage working with our clients at a more senior level. We can "get dirty", but are still refined when it comes to servicing our clients, meaning...we are a hands on team and we all pitch in where needed from junior employees to senior level VPs, and always have our clients best interest at heart. |
| Tori Brumfield, Vice President/Account Supervisor | If EHY were a car, it would be a silver Volvo sedan because the agency is solid, reliable, has a good reputation and will stand the test of time. Safety seems to be a key consideration. Performance is an expectation. We're not a sexy sports car. |
| Kait Benetz, Account Executive | If EHY was a car it would be a 2002 Toyota Corolla. It's a little dated in it's looks and has some issues with the engine but it still functions well and gets the job done. In appearance it may seem shabby but it still has pretty good horse power when you get it on it's favorite road. With a little TLC, it could be a new Buick. |
| List the top few agencies that you do/will compete against most often. | |
| Dennis Hardy, President/CEO | For PR its frequently Edelman, Ketchum, MSL Group, Padilla/CRT. For advertising its much more of a mixed bag of different regional shops, plus there is usually at least one major national agency like BBDO, etc. |
| Taylor DeVries Public Relations Account Executive | Edelman Ketchum Sterling Rice Group |
| Candice Nyholt, Sr. Account Executive | Not sure |
| Keith Butler, VP - Digital Services | Anomaly, Weiden + Kennedy, Razorfish, AKQA, Ketchum |
| Scott Young Chief Creative Officer | Doesn't really matter to me as long as they're not the previous agency of the new CMO. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Sterling Rice Group The Food Group others: LA Media Buying Services |
| John Stranger VP Group Account Supervisor | Edelman |
| Sue Kennedy, Director Public Relations | I really don't know who the competition has been for the last few pitches. |
| Emily Nordee, PR Director | Edelman Ketchum |
| Tori Brumfield, Vice President/Account Supervisor | I supervise Chumash Casino Resort and currently almost 100% of my time is dedicated to servicing the account. Some casino centric agencies we're likely to compete against are MJA, SK+G, B&P Advertising. |
| Kait Benetz, Account Executive | Edelman |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Dennis Hardy, President/CEO | Deep category insight based on decades of success in narrow areas like food commodities, restaurants, casinos. |
| Taylor DeVries Public Relations Account Executive | one-on-one personalized care and attention to detail |
| Candice Nyholt, Sr. Account Executive | The highest level of creativity in advertising that's effective for their audience |
| Keith Butler, VP - Digital Services | Industry expertise. |
| Scott Young Chief Creative Officer | When they like the presentation creative (and the thinking that lead to it) we usually get the business. But we all know that's a crap shoot. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Trust that we will deliver the best media solutions for their investment at the lowest cost Experience and expertise in their category Senior level involvement, accessibility and service on their account Long standing relationships Media knowledge of the changing media landscape and keeping them updated on it Quick turnaround on all their requests |
| John Stranger VP Group Account Supervisor | We have a proven track record of providing big results with small budgets. We know food better than anyone. |
| Sue Kennedy, Director Public Relations | We're a relatively flat organization meaning everyone pitches in to help regardless of title. Also, we have unheard of longevity with our clients. |
| Emily Nordee, PR Director | Client Relations at a Senior level. Seasoned professionals that understand the industry because food is our passion! Client retention |
| Tori Brumfield, Vice President/Account Supervisor | EHY is sincerely dedicated to positively impacting our clients business. We are a very service oriented agency. I think over delivering on service, understanding their business, impacting their bottom lines is a big reason we've maintained some clients for more than a decade. |
| Kait Benetz, Account Executive | We are always available. We're here when they need us and are always reachable. |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Dennis Hardy, President/CEO | A greater number of defined services like consumer insights, more vibrant/innovative approach to social/digital, a more contemporary look to their advertising creative product. |
| Taylor DeVries Public Relations Account Executive | A large agency and money to outsource or hire |
| Candice Nyholt, Sr. Account Executive | They may have more resources (larger agencies) |
| Keith Butler, VP - Digital Services | Not sure. |
| Scott Young Chief Creative Officer | We don't have a distinct strategic planning group or person in the agency. And we're not very good at marketing/branding jargon in presentations. |
| Lily Katz-Smolenske Sr. Vice President Media Director | We encounter situations where relationships play key roles - people move with accounts SRG has a test kitchen and food nutritionist on staff Strategic planning? Global reach? |
| John Stranger VP Group Account Supervisor | They have a lot more resources to draw from |
| Sue Kennedy, Director Public Relations | I don't think our competitors offer more value than we do. I believe we have all the resources most full-service marketing agencies have but it's a matter of packaging and how theses resources are presented to the client -- either in the new biz presentation or in our daily interactions with them. |
| Emily Nordee, PR Director | Larger staff Offices in larger markets |
| Tori Brumfield, Vice President/Account Supervisor | Real specialization in digital marketing and CRM. |
| Kait Benetz, Account Executive | Competitors, I would assume, have a well devised strategy and brief that they continue to refer to throughout each years campaign. |
| Are there any negative perceptions about the agency that might hold back your new business efforts? | |
| Dennis Hardy, President/CEO | Our new business team is comprised mostly of people over 50. I think some of us are beginning to look a bit long in the tooth. In a similar way, I think many of our solutions lack the level of innovative thinking that can capture a client's imagination. We are much stronger on well-crafted traditional solutions, with digital paying a supporting role but not breakthrough. |
| Taylor DeVries Public Relations Account Executive | Outdated work methods/not up to speed with the latest concepts |
| Candice Nyholt, Sr. Account Executive | No negative perceptions per se, but perhaps we're seen stronger in some areas than others. Though we offer PR, we're seen as more of an ad agency. |
| Keith Butler, VP - Digital Services | Not sure. |
| Scott Young Chief Creative Officer | We're too old. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Location |
| John Stranger VP Group Account Supervisor | Small agency in a small inconvenient to get to town |
| Sue Kennedy, Director Public Relations | I don't think so. The only thing negative is that awareness of EHY is low |
| Emily Nordee, PR Director | Our website could be improved |
| Tori Brumfield, Vice President/Account Supervisor | None that I'm aware of. Personally, I think the only that holds us back on new business is the lack of a dedicated resource. |
| Kait Benetz, Account Executive | To the public, our social media accounts and online activity may seem a little scarce if we are pitching digital and social media business. |
| 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) | |
| Dennis Hardy, President/CEO | 7 |
| Taylor DeVries Public Relations Account Executive | 8 |
| Candice Nyholt, Sr. Account Executive | 8 |
| Keith Butler, VP - Digital Services | 4 |
| Scott Young Chief Creative Officer | 7 |
| Lily Katz-Smolenske Sr. Vice President Media Director | 8 |
| John Stranger VP Group Account Supervisor | 6 |
| Maria Varni Art Director | 6 |
| Sue Kennedy, Director Public Relations | 9 |
| Emily Nordee, PR Director | 6 |
| Tori Brumfield, Vice President/Account Supervisor | 7 |
| Kait Benetz, Account Executive | 7 |
| 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) | |
| Dennis Hardy, President/CEO | 5 |
| Taylor DeVries Public Relations Account Executive | 6 |
| Candice Nyholt, Sr. Account Executive | 7 |
| Keith Butler, VP - Digital Services | 1 |
| Scott Young Chief Creative Officer | 5 |
| Lily Katz-Smolenske Sr. Vice President Media Director | 8 |
| John Stranger VP Group Account Supervisor | 3 |
| Maria Varni Art Director | 5 |
| Sue Kennedy, Director Public Relations | 3 |
| Emily Nordee, PR Director | 8 |
| Tori Brumfield, Vice President/Account Supervisor | 3 |
| Kait Benetz, Account Executive | 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) | |
| Dennis Hardy, President/CEO | 5 |
| Taylor DeVries Public Relations Account Executive | 5 |
| Candice Nyholt, Sr. Account Executive | 10 |
| Keith Butler, VP - Digital Services | 1 |
| Scott Young Chief Creative Officer | 6 |
| Lily Katz-Smolenske Sr. Vice President Media Director | 9 |
| John Stranger VP Group Account Supervisor | 6 |
| Maria Varni Art Director | 6 |
| Sue Kennedy, Director Public Relations | 5 |
| Emily Nordee, PR Director | 7 |
| Tori Brumfield, Vice President/Account Supervisor | 8 |
| Kait Benetz, Account Executive | 5 |
| 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) | |
| Dennis Hardy, President/CEO | 2 |
| Taylor DeVries Public Relations Account Executive | 9 |
| Candice Nyholt, Sr. Account Executive | 9 |
| Keith Butler, VP - Digital Services | 5 |
| Scott Young Chief Creative Officer | 4 |
| Lily Katz-Smolenske Sr. Vice President Media Director | 6 |
| John Stranger VP Group Account Supervisor | 4 |
| Maria Varni Art Director | 5 |
| Sue Kennedy, Director Public Relations | 3 |
| Emily Nordee, PR Director | 7 |
| Tori Brumfield, Vice President/Account Supervisor | 6 |
| Kait Benetz, Account Executive | 8 |
| Overall (and as you consider the questions above), what do you believe most holds back the effectiveness of your client and new business presentations? | |
| Dennis Hardy, President/CEO | Lack of internal resources to help us quickly arrive at a meaningful strategic point of view that we can then pay off with our recommendations. More often we just rely on the collective wisdom of the group, arrive at something after a few days of google searches, etc. We are substantially weaker when it is a PR pitch. |
| Candice Nyholt, Sr. Account Executive | The industries our clients are in (food commodities/hospitality) are so well studied that it is challenging to provide new insights. |
| Keith Butler, VP - Digital Services | Delivering quantifiable benefits specific to that individual client's business needs. |
| Scott Young Chief Creative Officer | Finding that initial insight. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Working with commodities, we don't always have access to sales data information, and/or control over the creative messaging. Additionally, when testing, not all systems are in place. Therefore it's difficult to forecast and/or track results as we'd like. However, we do use available research to demonstrate the effectiveness of our campaigns and media buys. |
| John Stranger VP Group Account Supervisor | Each department goes off and does its own thing...we need to have a singular overview that all disciplines work towards |
| Maria Varni Art Director | I think we demonstrate a breadth of ideas but we don't always complete the circle and explain why and how those ideas will generate new business and increase revenue. This is a result of us often not having the time or spending the time to research to have a clearer understanding of our potential clients problems. Because departments often work independently on their pitch section we struggle to show continuity in the final result. (Meaning Media and PR may show solutions that don't connect back to Creative etc. or vice versa. ) |
| Sue Kennedy, Director Public Relations | I think we need to make sure we deliver exactly what the client wants -- some want broad stroke ideas and some prefer every detail hammered out in advance. We also need to stretch our creative thinking and come up with novel ideas. Employing new brain storm strategies could help with that. And, everything needs to tie together as much as possible-- media, advertising, promotion and PR. |
| Emily Nordee, PR Director | Streamlining our approach- we need a better (more uniform) deck in place that can be translated across new biz efforts. Rehearsing as a team more before the presentations |
| Tori Brumfield, Vice President/Account Supervisor | Lack of strategic consumer insights. |
| Kait Benetz, Account Executive | I believe that our lack of consumer insight is what holds us back when pitching new clients, specifically if they are in a field we don't have a lot of experience in. I also believe that we have to be willing to pitch ideas that aren't always safe. New business' don't want to see the same thing they've done in the past, wrapped in a different bow. I think we need to dive into the new business' history to see what has and hasn't worked and then develop a strategy from there. |
| What are the top 2 or 3 changes or trends you see in terms of how clients are interacting with agencies? | |
| Dennis Hardy, President/CEO | 1. Increasing focus on quantifying results. 2. Shallower knowledge base on the part of clients - younger, less seasoned people making big decisions. 3. Overall I get a sense that clients are attaching less value to the benefits of maintaining a long-term client/agency relationship. |
| Taylor DeVries Public Relations Account Executive | More involved Submitting their own ideas |
| Candice Nyholt, Sr. Account Executive | Clients expect more from agencies- more data/analytics/reporting, social media growth, etc. |
| Keith Butler, VP - Digital Services | Clients are requiring more data or information to determine actual impact of programs. Clients are asking for more direction as to what technologies are available what those technologies might provide in terms of results. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Clients are increasingly getting more and more bombarded from all media sides/vendors. They want to understand how these new media opportunities could affect their business, but have no time. We are their trusted partners in this area and depend on us to guide them through the media maze. It's all about the work... |
| John Stranger VP Group Account Supervisor | They don't have time for discussion, want everything done quickly, they give limited input and we have to 'guess' what they really want |
| Maria Varni Art Director | Clients require immediate results. And what to see proof. |
| Sue Kennedy, Director Public Relations | most communication is done electronically which makes it difficult to develop a personal relationship |
| Emily Nordee, PR Director | Clients seem to be more involved at every step of the planning process Taking more efforts in house (i.e. Social media etc) |
| Tori Brumfield, Vice President/Account Supervisor | Requiring specialization by discipline. Retaining more than one agency - again multiple specialized agencies, fewer AOR relationships |
| Kait Benetz, Account Executive | It seems as though clients are expecting immediate responses. Using online messaging apps seems to be more popular as well. |
| What are the top few changes you see in terms of why clients put accounts into review? | |
| Dennis Hardy, President/CEO | Changes in senior management at client leads to frequent review. Lack of specific performance metrics for the agency lead to reduced client appreciation for the contribution that we are making to their success. |
| Taylor DeVries Public Relations Account Executive | They do not feel listened to |
| Candice Nyholt, Sr. Account Executive | Lack of innovation, a fresh approach. |
| Keith Butler, VP - Digital Services | Change in client senior management; inability to see data-driven marketing programs and campaigns; loss of trust or confidence. |
| Scott Young Chief Creative Officer | New CMO/CEO. |
| Lily Katz-Smolenske Sr. Vice President Media Director | New people coming into the organization who need to make changes and cut cost With commodity boards, the accounts go into review regularly and we defend these Media audits |
| John Stranger VP Group Account Supervisor | No changes...still #1 reason is new management coming in |
| Sue Kennedy, Director Public Relations | The agency over-promised and under-delivered The constituents get impatient waiting for results The client sees others programs that more exciting and wants to do those The agency doesn't make the client feel like a priority |
| Emily Nordee, PR Director | Brand competitors Market Share |
| Tori Brumfield, Vice President/Account Supervisor | Unable to correlate marketing performance to business goals/revenue One ad agency can't be an expert in all areas of marketing Poor response and service |
| Kait Benetz, Account Executive | Clients want the opportunity to find the next best thing and that might be going with a different agency. Clients also want the agencies to be on their toes and constantly performing to the best of their availability. If agencies know they're going into review, they're more apt to give it their all 24/7. |
| 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.)? | |
| Dennis Hardy, President/CEO | Virtually nothing comes in as a result of proactive pitching, since we currently aren't doing any. Its mostly RFP's and occasionally a referral. |
| Candice Nyholt, Sr. Account Executive | Not sure |
| Keith Butler, VP - Digital Services | RFPs mostly. Occasionally a referral. |
| Scott Young Chief Creative Officer | RFP's. Referrals. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Reviews/RFP and Referrals |
| John Stranger VP Group Account Supervisor | RFP's, referrals |
| Sue Kennedy, Director Public Relations | I really don't know |
| Emily Nordee, PR Director | RFP Prospecting and Referrals |
| Tori Brumfield, Vice President/Account Supervisor | Competitive reviews and RFPs - on a random basis |
| Kait Benetz, Account Executive | I know we received Hi-Chew through referral. I believe the only other new business meetings we had were through RFPs but not certain. |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Dennis Hardy, President/CEO | Our people are very talented but many of them are not very passionate about making a bigger commitment to the agency's overall success. They are very comfortable just doing their job and going home at 5. We need a cultural shift so that the entire organization understands that their future success is directly connected to our success in winning new business. We all have a roll in new business, whether its creating great work for current clients so that we have more compelling reasons for prospects to hire us, or playing a more direct role in helping us develop EHY materials/programs that will help us to attract more prospects. |
| Taylor DeVries Public Relations Account Executive | promote ourselves better rather than just let our work stand for us |
| Candice Nyholt, Sr. Account Executive | Streamline the pitch deck/presentation process so that we can be more nimble in responding to RFP's as well as outreaching to prospects. Be more proactive in our prospecting and raise our success rate. Spend more time and resources on conducting first hand research that will hopefully lead to new insights to share with existing and potential clients. |
| Keith Butler, VP - Digital Services | Establish its own USP and positioning, and from that develop an agency marketing plan much like what is done for clients, then follow through with new business efforts. |
| Scott Young Chief Creative Officer | Proactive intelligent outreach. More facility with strategic planning as a new business tool. |
| Lily Katz-Smolenske Sr. Vice President Media Director | New business person |
| John Stranger VP Group Account Supervisor | Put someone in charge of it |
| Maria Varni Art Director | -I think we often struggle to show a singular voice for the agency. -The why? Why EHY? -I don't think this is the most important aspect, but the final presentation is put together very last minute. This not only creates massive stress for all departments, but it doesn't allow much time to review the deck for consistency and cohesiveness, let alone preparation for the pitch. |
| Sue Kennedy, Director Public Relations | Everyone has to feel like they have ownership of the process and understand how a win for the agency benefits them. |
| Emily Nordee, PR Director | More streamlined approach Being more proactive- agency communications/PR, Award submissions, active blog/social media. Just to get our name out there more and show are capabilities. |
| Tori Brumfield, Vice President/Account Supervisor | Dedicate ourselves to the process. Hire someone to lead the effort. |
| Kait Benetz, Account Executive | I believe we need a strong focus on what/who we are going after and then make ourselves desirable to them. I also believe we need to build a stronger brand presence of ourselves online and in the community. |
| Any final advice for us as we prepare your training program? | |
| Dennis Hardy, President/CEO | Being in Santa Barbara, our people become very comfortable with living the resort lifestyle. We need to get real buy-in and a willingness to invest more team and energy in creating and sustaining a successful New Business program. We need to get rid of the "business as usual" mindset. You can help by painting a clear picture of what failure looks like if we don't get aggressive with new business, and the realities of what it takes to succeed in advertising these days. |
| Taylor DeVries Public Relations Account Executive | Many people are hesitant to change |
| Candice Nyholt, Sr. Account Executive | It will be important for us to take an honest look at our current new business acquisition approach and see what stages can be improved along the line. And to be certain of what our strengths are and what specific areas can be improved. Hopefully we can come out with an actionable plan moving forward with real timelines and steps. |
| Keith Butler, VP - Digital Services | nope |
| Scott Young Chief Creative Officer | We have a long and sporadic history with failed new business programs. the more practical and sustainable your methods are, the more likely we will be able to implement them consistently over time. That in itself would be a huge step forward for us. |
| Lily Katz-Smolenske Sr. Vice President Media Director | Update on trends in the business for agencies of our caliber |
| John Stranger VP Group Account Supervisor | We're a small agency with limited resources..... |
| Sue Kennedy, Director Public Relations | I think everyone needs to be open to changing the new business process. We can't fall back on what we've done for years -- it's worked, but it could be working a lot better. |
| Tori Brumfield, Vice President/Account Supervisor | We have a talented team but the culture of the agency has been rooted in servicing our core clients. Senior level staff has not been held accountable to driving new business. That has to change if we want to grow. |
| Kait Benetz, Account Executive | I'm new to the ad agency world and I'm really looking forward to learning all you have to teach us. Thanks for this opportunity! |