| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Dennis Hardy, President/CEO | 2016: 37 2015: 34 2014: 33 |
| What are the total revenues for your office (substitute & indicate billings if this is the only available number): | |
| Dennis Hardy, President/CEO | Rev: $20.7M Profit: 4.6M |
| List your clients for the past 3 years (grouped by industry category, indicate past/current client). Cut and paste from another document if this helps. | |
| Dennis Hardy, President/CEO | Food Accounts CA. Walnut Board – Current Idaho Potato Commission – Current National Honey Board – Current Peruvian Avocado Commission – Current Hi-Chew (Candy) – Current Chilean Fresh Fruit Assn. – Current but inactive Chilean Avocado Importers Assn. – Past Restaurant Accounts Baja Fresh – Current La Salsa – Current Ruby’s Diner (media only) – Past Ponderosa (regional, media only) – Past Casino Accounts Chumash Casino Resort – Current Other Accounts Massage Envy (local, media only) – Current Santa Barbara Museum of Natural History (local) – current Santa Barbara Museum of Art (local) – Current Incognito Braces (3M) – Past Jenny Craig (local, media only) - past |
| Bullet point the services you offer your clients: | |
| Dennis Hardy, President/CEO | Traditional AdvertisingCreative Traditional and Digital Media Planning & Buying (its is a real competitive strength) Digital & Social Media Services Public Relations Strategic Planning/ Marketing Planning (We claim it but it is not a core strength. Largely driven by our senior people plus assist from Jacqueline Rubasky if we need her). |
| What percent of new revenue comes from the following sources: | |
| Dennis Hardy, President/CEO | 71-80% |
| Expanding on your answer above, how has most new business come in? | |
| Dennis Hardy, President/CEO | CA Walnut Board increased budget substantially - from under $5M to $15M in 2015 Chumash Casino continues to grow year over year due to expansion of the property and increased advertising emphasis on the LA market. We have no meaningful prospecting program. All wins are the result of competitive RFP's and, to a substantially lesser extent, referrals. |
| Have you done any outbound business development over the last 2 years? If so, please explain. | |
| Dennis Hardy, President/CEO | None |
| Do you use any CRM, marketing or project management software for any of your new business activities? | |
| Dennis Hardy, President/CEO | None |
| How many people are regularly involved in your new business competitive reviews/RFPs? (also list names/titles) | |
| Dennis Hardy, President/CEO | |
| How aligned would you say your management / new business team is as it relates to new business approach? | |
| Dennis Hardy, President/CEO | Dennis, Scott, and Lily have all worked together for many years and we are well aligned. Although John has only been at EHY for a couple of years, he is a very good fit with the rest of us and is well aligned. Emily is willing but doesn't "get" the new business process as well as the rest of us. Keith is willing but falls short on generating new ideas - he's better at penciling out an idea that someone else comes up with. Jacqueline has been a good spark for taking a fresh look at things, but she seems to have a fixed set of strategic "solutions" that she tries to impose on every project. |
| How many Competitive Reviews/RFPs will you enter this year? | |
| Dennis Hardy, President/CEO | 3 |
| Of those, what percentage do you expect to win? | |
| Dennis Hardy, President/CEO | 70-80% |
| How many Competitive Reviews/RFPs did you enter last year? | |
| Dennis Hardy, President/CEO | 3 |
| Of those, what percentage did you win? | |
| Dennis Hardy, President/CEO | 30-40% |
| What percentage of your Competitive Reviews/RFPs involve a credentials presentation that is separate from a final strategy/execution presentation (vs. one combined credentials/final presentation session)? | |
| Dennis Hardy, President/CEO | 25% |
| How often do you submit a strategy/execution recommendation with no in-person presentation? | |
| Dennis Hardy, President/CEO | 50% |
| On the smaller half of your Competitive Reviews/RFPs, how much do you typically spend on each (out of pocket on average)? | |
| Dennis Hardy, President/CEO | $1,000-$5,000 |
| On the larger half of your Competitive Reviews/RFPs, how much did you typically spend on each (out of pocket on average)? | |
| Dennis Hardy, President/CEO | $1,000-$5,000 |