| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Andres Reyes, President Multicultural | Owned an agency with clients like Direct Energy, Comcast, SC Johnson, among others. Worked with Hispanic agency at Lopez Negrete responsible for GEICO, Maseca, Mission Foods, Novartis, Fiesta Supermarkets, Globe Life, and others. On the client side was responsible for marketing operations at Stanley Black & Decker, TXU Energy, Direct Energy. |
| Alison Delzell, SVP | Started at Dole Food Company as a client Been at TMA 13 years now - worked on essentially every single client we have had with a few small exceptions. Worked the entire time in Experiential |
| Michelle Palmer, President Sports and Experiential | Agency - 22 years (GSDM - 4, Bates - 1, TMA - 17); AT&T, State Farm, Hilton, Texas Lottery, La Quinta, Ballet Austin, Texas CASA, Top Golf; Worked client side AT&t for 3 years in advertising |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | 2 previous agencies- focused on relationship/crm. Key accounts P&G; Coca Cola; American Honda; Southwest Airlines; Time Inc; Brown Forman; Bacardi; General Mills; AT&T; Utilities; etc, All b2c |
| Chris Bristol, Senior Director, Digital Integration | I come from a communications and tech background, focused primarily on account management in those areas. I've had clients in hospitality, appliances, finance, cosmetics, retail, and non-profits. |
| Clare Dussman, Sr. Manager | Prior to TMA I was at Rise Interactive. I have worked across several accounts at TMA including Frito-Lay, Victoria Secret, AT&T, Mars, Asus, and Philips. |
| Lewis Henderson CEO Entertainment | Ran Digital and Corporate Consulting at William Morris Agency. Work closely on our content clients and Harley Davidson. Also spending more time with Lyft. No client-side experience. |
| Steve Albany Director, Business Development | OMD (media) prior to TMA. Worked on Pepsi (specifically MTN Dew) |
| Sara Hightower, VP Planning, Insights & Performance Science | TMA has been my only agency - have worked on AT&T the most as well as a lot of new and existing business as part of CAR. Prior to TMA worked at Time Inc on lifestyle brands (Cooking Light, Southern Living, Health, Real Simple, All You, Coastal and Cottage Living, etc). Before Time Inc I worked client-side at a finance and insurance company doing market research. |
| Erin Wasson - VP Integration | I have worked agency side for 17 years and client side for 3. I have worked on a wide variety of clients with the most time spent on tobacco, adult beverages, insurance and universities (crazy mix). My main focus has been on account service and digital marketing. |
| Gregg Hamburger, Chief Integration Officer | 17 years at TMA. Previous jobs included 24/7 media (internet marketing) and Octagon (sports marketing) |
| Zane Cassidy - ACD copy | TMA is the third agency I've worked at, been here 4 years. Work on Philips now, social and digital. |
| Lewis Henderson CEO TMA Entertainment | Worked at William Morris Agency for 20 years and then TMA the last 8. Work on most accounts concentrating on content clients and Harley Davidson. |
| brandon stuart - SVP, group creative director | brand side at DreamWorks Animation, E! Entertainment, a few years in the digital startup space, freelance copywriting and then agency side for 5 years |
| Brad Alesi, Chief Digital Officer | I've been at The Marketing Arm (TMA) for 10 years; prior to that I worked in film & television production, music artist management, and with a number of start-ups. At TMA, I help champion digital throughout the agency & have worked to some capacity on nearly every account we serve. |
| Scott Malaga, Vice President - Consulting | 12 years in the collegiate multi-media rights industry, 3 years of team sports and 6 years of agency experience with accounts such as AT&T, State Farm, Allstate, Buffalo Wild Wings, Best Buy, Pepsico, etc. |
| Kenny Barela, Creative Director | SUM Agency, Founder, Owner, CD; Motive, "Executional Mastermind"; Integer Group, Senior Art Director. Clients range from small business, non-profits, Kellogg's, Starbucks, Qdoba, various CPG clients, health/pharma. |
| Andrew Robinson, president of consumer engagement | 19 years with Omnicom, seven years with Millsport, a sport marketing agency, and 12 years with The Marketing Arm. Over past ten years, major accounts include Anheuser-Busch, Dannon, Frito-Lay, Nissan, Pepsi, PepsiCo, Quaker and Wal-Mart. Recently added accounts (through agency acquisition): CA Lottery, Bayer, Mizkan, Mrs. T's and Nestle. |
| Erik Nelson, VP — Group Concept Director | I've been here at TMA just about a year, before that I was at an agency called UPROAR! for 16 years which I help start out of the side of TracyLocke, where I started my career as an art director in 1997. I am a creative director with a strong sense of design and a passion for visual storytelling. I've worked on a huge variety of clients from PepsiCo to Electronic Arts, but my area of expertise is in the youth market, speaking to consumers birth through 16, the moms of these kids and their families. |
| jeff chown, president Talent | 22+ years at TMA; work on P&G, Coty, AT&T, Unilever and many more |
| Chris Smith, Chief Strategy Officer | Coca-Cola Bottling Co and Frankel & Co in Chicago in early 90's. 23rd year @ TMA. 10 years Nokia account. 23 years AT&T account. Various other brands and new business. |
| Uwe Gutschow, SVP Strategy & Innovation | Saatchi & Saatchi South Africa Saatchi & Saatchi LA Innocean Worldwide Almost every single vertical with heavy auto. |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Andres Reyes, President Multicultural | Lead new business efforts that present opportunities for Multicultural and/or Total Market & Targeted efforts. Support the growth of existing clients in the same two areas. |
| Alison Delzell, SVP | I feel like it is a large part of my job and continuing to grow. From an Experiential standpoint, I am one of the few who can talk in depth about our experiential experience. |
| Michelle Palmer, President Sports and Experiential | Growth of AT&T account for 13 years, including mining new business units, last year overall for Sports and Experiential practice |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | planning and insights and measurement |
| Chris Bristol, Senior Director, Digital Integration | I serve as the new business representative for the central digital team at TMA. I.E., I'm part of the TMA New Business Team. |
| Clare Dussman, Sr. Manager | I quarterback the majority of our net-new business efforts in digital engagement. |
| Lewis Henderson CEO Entertainment | With our content practice, we have been able to secure organic growth mostly in Talent and some in Digital Engagement. |
| Steve Albany Director, Business Development | Primary focus |
| Sara Hightower, VP Planning, Insights & Performance Science | have been fairly involved in new business pitches for the past few years, part of SWAT team in 2016 and 2017 |
| Gregg Hamburger, Chief Integration Officer | Lead growth and development for the agency, set strategy, vision, relationships, responses (proactive and reactive), SWAT |
| Zane Cassidy - ACD copy | Creative lead or support in concepting and pitching |
| Lewis Henderson CEO TMA Entertainment | Have helped with numerous new business efforts for TMA. Our group has been able to secure organic growth mostly in Talent and Digital. |
| brandon stuart - SVP, group creative director | i've participated in many pitches, but as new biz has slowed these past 18 months i've focused more on organic |
| Brad Alesi, Chief Digital Officer | I often work on the front lines in the early stages of highly-qualified new business pursuits, either with new clients or with existing clients expanding their efforts into digital & social media. Note: I served as the QB of the new business SWAT team for 18 months; SWAT focuses on the top 8 to 10 new business pursuits throughout the year. |
| Scott Malaga, Vice President - Consulting | In addition to my day-to-day responsibilities with AT&T, have worked to add clients such as MillerCoors and organic growth with Quaker and P&G. |
| Kenny Barela, Creative Director | Development of creative concepts and ideas for new business pitches. Has resulted in successful acquisition of new clients. |
| Andrew Robinson, president of consumer engagement | My business practice (consumer engagement) supports the agency's new business efforts when requested. |
| Erik Nelson, VP — Group Concept Director | I'm part of the SWAT team leading the creative charge in concept development and in room presentation materials. Additionally I've taken on the role of creating a series of new agency credentials with a highly visual storytelling approach. |
| jeff chown, president Talent | Oversee new business for the practice; prepare the materials and lead the pitches |
| Chris Smith, Chief Strategy Officer | I am responsible for a group of conceptors and creatives that participate/lead a majority of the CAR new business opportunities as well as assist in organic opportunities across the agency. |
| Uwe Gutschow, SVP Strategy & Innovation | in this agency act as support in new biz, help drive service offerings and define capabilities. In other agencies lead the strategic packaging of services and sell in more, e.g. social media, digital, newsroom, analytics, technology and innovation. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Andres Reyes, President Multicultural | Because every segment counts, TMA believes in a Total Market & Targeted approach. We are the one partner for all segments to make brands more relatable and relevant. Imagine the speed and efficiency of one point of contact delivering across 13 capabilities that are all cross-culturally smart. We are a diverse team of instigators who help brands align with the current world and optimize growth across all segments. |
| Alison Delzell, SVP | We are an agency that simply delivers a better way for brands. Through one main point of contact that can pivot to 13 AOR capabilities at a moment's notice, it truly makes us unique. We incite change by showing brands what they can do to connect with people. |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | can you check my answers from the organic growth survey (i said it well and forgot) |
| Chris Bristol, Senior Director, Digital Integration | We're a one-stop shop for your marketing needs - experiential, sports, digital, influencer, social, music, talent, and the list goes on. We're AOR for 13 unique capabilities, part of the OMC network, and able to bring unmatched expertise and efficiency to the table. |
| Clare Dussman, Sr. Manager | The Marketing Arm offers a unique model of 13 best in class capabilities operating under one roof with a central point of contact guiding your business and strategy. |
| Michelle Palmer, President Sports and Experiential | TMA delivers a better way for brands. One agency, and one primary point of contact can deliver speed and efficiency across 13 AOR capabilities, allowing you to pivot easily to what you need for less fees. We are instigators that incite change by showing brands what they can do for people |
| Steve Albany Director, Business Development | TMA is a 750-person, full-service marketing agency with 13 AOR capabilities. Whether it is experiential, sports sponsorship, or promotions to name a few areas, we have been built to reach consumers on every step of their journey and path to purchase. |
| Sara Hightower, VP Planning, Insights & Performance Science | The Marketing Arm offers an agency model that uniquely serves both clients and their consumers. Our approach diagnoses the best opportunities for engagement with consumers to drive a brand's business and allows those brands to turn on and pay for only what they need, when they need it. And we do all of this with flexibility, speed and efficiency that comes from years of expertise across 13 AOR capabilities. |
| Erin Wasson - VP Integration | We deliver a better way for brands by allowing them to be in the right place, at the right time with the right connection to their target. We deliver on this through an efficient model that places a single point of contact at the center to deliver and pivot across 13 AOR capabilities. We pride ourselves on being instigators that incite change and show brands what they can do for people. |
| Gregg Hamburger, Chief Integration Officer | Most creative agency in America, with the 13 AOR capabilities all under one roof and available via one point of contact, resulting in less agency fees and more working dollars for your brand. |
| Zane Cassidy - ACD copy | We can help deliver brand behavior that aligns with human behavior. Isightful strategy and creative that gets people listening to you, talking about you and remembering you. |
| Lewis Henderson CEO TMA Entertainment | We have a better way of servicing clients in today's competitive climate with the idea that less agencies also mean less fees. We offer one point of contact delivering 13 AOR capabilities. We are 700 instigators that get uncomfortable and incite change by showing brands what they can do for their consumers/customers. |
| brandon stuart - SVP, group creative director | we are a consumer engagement agency that connects brands with consumers in the right place, at the right time, in the right way |
| Brad Alesi, Chief Digital Officer | We help brands mean something to consumers through our broad 13-capability offering, each of which we maintain agency-of-record status for some of the world's largest and most influential brands. Our model delivers a better way for brands: The expertise they need, through one point-of-contact, with less agencies, and less agency fees. 750 brilliant and wonderful people working with over 100 awesome brands to deliver work that drives powerful results, and having fun while doing it. |
| Scott Malaga, Vice President - Consulting | We deliver a better way for brands. Through one point of contact we provide the speed and efficiency of delivering across 13 AOR capabilties. A hub and spoke model that allows brands the continuous pivot required today. |
| Kenny Barela, Creative Director | Think of the perfect agency partner: collaborative, smart, strategic, experts in a wide range of marketing disciplines like digital, social, entertainment, product placement, influencer, content creation, storytelling, branding, shopper, music (yes music), experiential, analytics, and more. That's TMA. Wherever you want to be and whatever you want to do, we partner with you to make it happen. #micdrop |
| Andrew Robinson, president of consumer engagement | We have an understanding of human emotion and feelings and the ability to inspire in a way that leads to a desired action. We create ideas that people truly care about and, hopefully, make a positive difference in the world. We do what we say we are going to do. |
| Erik Nelson, VP — Group Concept Director | TMA is a better way to reach people, there is no other agency on the planet like us. Our secret sauce is the way we are built around the passion points of humans to deliver value to consumers on behalf of brands. We are the agency that understands that people will let you in if you give them something of value in return. |
| jeff chown, president Talent | For Talent Acquisition (signing celebrities, models and licensing music and other third party intellectual property rights), we create a specific centralized process to lead the brand their agencies around the complexities involved when dealing with celebrities and licensed music. Our services helps clients evaluate, negotiate and manage celebrities of all types (actors, models, musicians, athletes, etc.), from on-camera to on-pack, voiceover to music licensing. Our goal is to provide a new, efficient, cost effective and consultative solution with a detailed way of working customized for each client. As the talent buying agency of record for brands like Coty, Unilever, Pepsi, Mars, Wrigley, HP, AT&T, State Farm and more, we will utilize our depth and breadth of experience to incorporate best practices, RACI and ways of working around the globe. |
| Chris Smith, Chief Strategy Officer | TMA delivers a better way. First, imagine less agencies, less fees, more working dollars. Now imagine the speed and efficiency of one point of contact delivering across 13 AOR capabilities, a hub and spoke model that allows for maximum pivot opportunity. Be anywhere, do anything, start here. |
| Uwe Gutschow, SVP Strategy & Innovation | We are a better way because we ask: what can brands do for people. We believe in creating mutual value between brands and consumers. |
| Now bring the agency to life. You have certainly been through this exercise, however applying it to your 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? | |
| Andres Reyes, President Multicultural | Land Rover Range Rover (red). It is a "Total" Terrain kind of car that can also be the right vehicle for "Targeted" rides that could include a highway trip, car-pool for the kid's soccer mates, the fairy tale carriage for a date, or the luxurious alternative for your clients uber when going to the airport. It makes all drives better but can make specific moments memorable. |
| Alison Delzell, SVP | We are a high-class, big-ass horsepower pickup truck. Simple - it's the most versatile vehicle on the market. You need to tow something huge? - we are here to help. You need the comfort of traveling with multiple people? - that's us. You need reliability? That's us! Clearly our color is red because people who love red live life to the fullest, are tenacious and determined in their endeavors. |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | see andwer to organic growth survey |
| Chris Bristol, Senior Director, Digital Integration | We'd be one of those trucks with a big camper on top, some bikes strapped to the back, a boat on a trailer, and sitting at a tailgate. We do a little bit of everything, like to "be anywhere" and "do anything", and we like to have a good time. Maybe the truck is camo? |
| Clare Dussman, Sr. Manager | Red Jeep Wrangler. TMA likes to make a splash with big ideas, and a huge part of that is being able to take the road less traveled, or no road at all. To be innovative within the large companies we work with, we need to get our clients comfortable taking the doors off. |
| Michelle Palmer, President Sports and Experiential | Blue Ford F150 - Big, lots of bells and whistles, solid, serviceable, gets the job done, plays lots of roles and can deliver what you need, trustworthy, kind of cool, not too flashy or pretentious |
| Steve Albany Director, Business Development | Blue Lexus SUV. Very reliable and trustworthy. We can dress up or be sexy or casual depending on the occasion. Our technology is constantly improving and you can always trust that we're going to get the job done. It's an SUV because we never want to work alone. We want our family and team members to be a part of everything we do. We're not the flashiest car on the road... in a good way, but once you get to know us and work with us, you'll stay with us for life. We're not the most expensive, but we're not the most affordable either... again, in a good way. |
| Sara Hightower, VP Planning, Insights & Performance Science | I'm not a super knowledgable car person, but I think I could relate TMA to Subaru. In my mind, that is a car that is very feature and benefit driven, hard-working and practical (not flashy), and focused on delivering value and positive outcomes for those associated with the brand. |
| Erin Wasson - VP Integration | VW Bus. Multicolored. Lots of room for people, relatable, reliable, accessible. Lots of options. |
| Gregg Hamburger, Chief Integration Officer | A van. Everyone get in and enjoy the ride. |
| Zane Cassidy - ACD copy | A Jeep. We will explore and go further than others to make the authentic connection, even if that means taking everyone outside of their comfort zones along the way. |
| Lewis Henderson CEO TMA Entertainment | We are a black Escalade. We bring an understanding of luxury while also delivering a wide range of features and use. |
| brandon stuart - SVP, group creative director | chevy colorado truck - great utility, can do most anything, has a lot of fun, but a little eager to please |
| Brad Alesi, Chief Digital Officer | I may be biased, but if the agency were a car, I think it would be a pearl white Subaru Legacy Limited Edition (the same car I happen to drive :) It receives top scores for quality, reliability, and owner satisfaction year-after-year. It's not the most expensive, not the least expensive ... Rather it's a great value with all the safety (and fancy) stuff you need, without being excessive. And why the pearl white color? Because we approach each client opportunity with a blank canvas. We design the best solution for what's needed, adding the perfect coloring in a way only The Marketing Arm can. Finally, it's fun to drive & owners simply love the brand, often becoming Subaru drivers for life. |
| Scott Malaga, Vice President - Consulting | A black SUV. We can navigate your brand through numerous environments in a dominant and industry leading way. |
| Kenny Barela, Creative Director | The Van from the A-Team. It's equipped with all the high tech bells and whistles, but roomy enough to fit the crew of core specialists. And the badass racing stripe just looks, well, badass. |
| Erik Nelson, VP — Group Concept Director | TMA is a Black-Ops, Kevlar™ covered Jeep Renegade with LED Daylighter™ floods and a massive winch on the front bumper. We were built to go anywhere and do anything to ensure that we can deliver, reach and present what ever our consumers need. Through muddy terrain, over snow capped peaks in the dark of night we get to people wherever whenever they are. |
| jeff chown, president Talent | Blue Jeep - American, versatile, gets the job done, fun |
| Chris Smith, Chief Strategy Officer | TMA is a black Land Cruiser. Take it off road into the mud. Take it to the symphony in black tie. It can go anywhere, do anything. It's up to you. |
| Uwe Gutschow, SVP Strategy & Innovation | Hyundai Elantra. Cheap, loaded with features, rational not emotional decision, No one knows about it. |
| List the top few agencies that you do/will compete against most often. | |
| Andres Reyes, President Multicultural | We have multiculturally-focused competitors in specific capabilities. But as whole, there's no one that currently delivers fully integrated, cross-culturally small solutions across all capabilities. |
| Alison Delzell, SVP | GMR Team Epic Octagon GPJ Momentum |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | Veyner; Deutch; CAA; Geometry; TPN |
| Chris Bristol, Senior Director, Digital Integration | Other OMC agencies. Other than that, I'm not super well versed in the agency world. |
| Clare Dussman, Sr. Manager | Vayner, BBDO, and Blitz |
| Michelle Palmer, President Sports and Experiential | GMR, Momentum, Octagon, Epic/MKTG, CSE, Genesco, IMG, Wasserman, CAA |
| Steve Albany Director, Business Development | GMR, CAA, IMG, UEG |
| Sara Hightower, VP Planning, Insights & Performance Science | Seems we have run up against a wide swath of agencies recently spanning different types of pitches: sports (GMR, Wasserman, etc), "full service" (Deutsch, 72 & Sunny, etc), other miscellaneous social, digital, entertainment agencies (Vayner, CAA, etc). |
| Erin Wasson - VP Integration | Varies by category: Wasserman, GMR, Deutsch, VaynerMedia |
| Zane Cassidy - ACD copy | Vayner Media, Edelman, 72 and Sunny |
| Lewis Henderson CEO TMA Entertainment | OMD Content Collective WME UEG |
| brandon stuart - SVP, group creative director | BBDO, MRY |
| Brad Alesi, Chief Digital Officer | We compete with a different set of agencies based on the specific capability; to name a few: TracyLocke, GMR, Organic, Goodby Silverstein, Vayner, and many more. Many agencies we compete against are within the Omnicom family, which ultimately is great ... But we compete with them none-the-less :) |
| Scott Malaga, Vice President - Consulting | CAA WME/IMG Momentum Octagon |
| Kenny Barela, Creative Director | Health focussed agencies like McCann Health, CDM, various other mid-level agency. |
| Andrew Robinson, president of consumer engagement | BBDO NY/Chicago, Goodby, Silverstein & Partners, GMR |
| Erik Nelson, VP — Group Concept Director | Deutsch CAA GREY |
| jeff chown, president Talent | Burns Creative License Freuds Talent Republic |
| Chris Smith, Chief Strategy Officer | Depends on the practice pitching. With 13 AOR capabilities, we pitch against so many different agencies. |
| Uwe Gutschow, SVP Strategy & Innovation | Vaynermedia |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Andres Reyes, President Multicultural | Total Market & Targeted solution in a very diverse market place with expertise across 13 cross-culturally smart capabilities. |
| Alison Delzell, SVP | A hub and spoke model - |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | Executional excellence and a breadth of services |
| Chris Bristol, Senior Director, Digital Integration | Efficiency is the key. We push the SAL model hard. |
| Clare Dussman, Sr. Manager | Innovative marketing that is deeply rooted in their business versus buzzworthiness for buzzworthiness-sake. |
| Michelle Palmer, President Sports and Experiential | Depth of capability across services they need, trustworthiness |
| Steve Albany Director, Business Development | The opportunity to pull knowledge from other practices. Even if client is only working with one practice, the fact that we have such a broad cross section of different subject matter experts is appealing. |
| Sara Hightower, VP Planning, Insights & Performance Science | When we can demonstrate the SAL model and show it through the lens of the potential client's business, I feel that the agency structure is a true differentiator. I also believe that we've been successful in incorporating behavioral economics thinking for a new perspective and insight - without necessarily telling anyone that it is BE. The consumer focus/focus on driving a behavior (and ultimately driving business) shouldn't be unique but seems to resonate and not all competitors go there. |
| Erin Wasson - VP Integration | Scope of services and integration. I think that others may say they "do" or "have" some of our capabilities but nobody can pivot as seamlessly to deliver. |
| Zane Cassidy - ACD copy | True social experience. Strategic depth. |
| Lewis Henderson CEO TMA Entertainment | An agency with a long history and relationship with the entertainment industry that sits inside of an agency focused on every step of the consumer journey that can deliver data driven strategies that transform brands. |
| brandon stuart - SVP, group creative director | we accept any challenge, and we are extremely thorough |
| Brad Alesi, Chief Digital Officer | Our model allows us to deliver true expertise (that produces great work) at the best value. And our long history of experience provides the credibility that few agencies can match. |
| Scott Malaga, Vice President - Consulting | 1. We are brand centric becoming experts on your brand’s business goals. 2. A broad team of industry experts that drive value through the right properties and the right assets at the right price. 3. Over 50 years of experience covering all aspects of sports & entertainment capitalizing on the right strategic relationships. 4. Industry leading research tools to evaluate the success of your sponsorship portfolio. 5. Focused on driving your business objectives in everything we do. |
| Kenny Barela, Creative Director | Access to multiple capabilities under one roof. |
| Andrew Robinson, president of consumer engagement | Consistently deliver big ideas |
| Erik Nelson, VP — Group Concept Director | The buying power and volume of music & talent deals we are able to offer The quick nimbleness of an agency built around 13 AOR capabilities with one point of contact The opportunity to get more value and expertise with less retainers |
| jeff chown, president Talent | Scale/leverage/buying power Insights and analytics |
| Chris Smith, Chief Strategy Officer | The ability to deliver across 13 AOR capabilities and provide maximum pivot opportunity. |
| Uwe Gutschow, SVP Strategy & Innovation | Listening to social conversations and extracting insights that can impact business decisions. |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Andres Reyes, President Multicultural | Long standing, consistent presence in the MC space. |
| Alison Delzell, SVP | ??? |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | BIG thinking |
| Chris Bristol, Senior Director, Digital Integration | While we're a jack of all trades, others may be masters of exactly what they need. |
| Clare Dussman, Sr. Manager | Paid media buying power |
| Michelle Palmer, President Sports and Experiential | Global presence/depth |
| Steve Albany Director, Business Development | Potentially could be viewed as more specialized due to our broad capability set. |
| Sara Hightower, VP Planning, Insights & Performance Science | It feels as though some of our competition provide highly topical (and timely) and relevant case work that make them the "want to have" choice. Too often it seems when we are working to pull together cases we are struggling with whether a case is recent enough, if the category is relevant and so on. I also think that other competitors can demonstrate legitimate global capabilities. |
| Erin Wasson - VP Integration | Unlimited creative and digital resources to deliver bigger creative ideas brought to life in a meaningful way. Depth in understanding the delivery of messages through paid amplification and support. |
| Zane Cassidy - ACD copy | History of big budget broadcast and 360 campaigns. The power of their name/recognized for awards. |
| Lewis Henderson CEO TMA Entertainment | Access to media. Better (at least perceived) talent relationships. |
| brandon stuart - SVP, group creative director | sexy reputation, license to bring "creative" since they are a "creative agency" |
| Brad Alesi, Chief Digital Officer | Depends on the specific capability. |
| Scott Malaga, Vice President - Consulting | A more substantial international expertise. |
| Kenny Barela, Creative Director | More experience in health space. |
| Andrew Robinson, president of consumer engagement | Traditional Advertising |
| Erik Nelson, VP — Group Concept Director | Big, sexy name plate creativity |
| jeff chown, president Talent | Nada |
| Chris Smith, Chief Strategy Officer | More experience in some verticals, for example, some competitors have more clients in the NFL. Other area is more experience as brand AOR. |
| Uwe Gutschow, SVP Strategy & Innovation | Big ideas and storytelling that resonates at an emotional level that creates a big impact and lots of conversation. |
| Are there any negative perceptions about the agency that might hold back your new business efforts? | |
| Andres Reyes, President Multicultural | None that I can think of. |
| Alison Delzell, SVP | Too expensive |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | n/a |
| Chris Bristol, Senior Director, Digital Integration | I think we can come across as a "teenager" in the OMC world of agencies. Not a baby or a kid, but not one of the big boys. |
| Clare Dussman, Sr. Manager | Many clients know as for one thing, versus for all things. Pivoting the client's perception without losing your expert status can be difficult. |
| Michelle Palmer, President Sports and Experiential | not aware of any specifically |
| Steve Albany Director, Business Development | Per my previous response, our wide ranging capabilities make an elevator pitch challenging at times for someone who is hearing about TMA for the first time. |
| Sara Hightower, VP Planning, Insights & Performance Science | I think we still battle the chips and CPG reputation in other categories. We also still have a lot to learn in terms of positioning ourselves as a lead agency. Many of our work reinforces existing perceptions of our agency as an order-taker or executor for one-off programs vs. the seat at the lead table when we are trying to go upstream. |
| Erin Wasson - VP Integration | Sometimes a lack of understanding of "what we really do" |
| Zane Cassidy - ACD copy | We don't have the prestige/history of some big name shops. We might come off as scrappy when quality counts more. |
| Lewis Henderson CEO TMA Entertainment | Only in the area of Media planning and buying which is becoming more important to executing entertainment programs. |
| brandon stuart - SVP, group creative director | our identity is confusing and inconsistent, we are not known as a creative agency so it makes bringing creative forward an uphill battle often before we've begun |
| Brad Alesi, Chief Digital Officer | Sometimes the perception exists that we are more of an account-service-led agency rather than a creative-led agency. |
| Scott Malaga, Vice President - Consulting | No |
| Kenny Barela, Creative Director | I think the biggest negative perception is no perception. For the most part, TMA is relatively unknown, even though our work is not. |
| Andrew Robinson, president of consumer engagement | Lack of global expertise and presence |
| Erik Nelson, VP — Group Concept Director | A perception that we are a below the line agency incapable of delivering the Big Idea. |
| jeff chown, president Talent | Maybe if someone wasn't happy with one of our deals Reputation of former PRE |
| Chris Smith, Chief Strategy Officer | Expensive |
| Uwe Gutschow, SVP Strategy & Innovation | Yes. It's considered to be a sports marketing and promotions agency. Not considered to be creative. |
| 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) | |
| Andres Reyes, President Multicultural | 9 |
| Alison Delzell, SVP | 5 |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | 5 |
| Chris Bristol, Senior Director, Digital Integration | 7 |
| Clare Dussman, Sr. Manager | 7 |
| Michelle Palmer, President Sports and Experiential | 7 |
| Steve Albany Director, Business Development | 6 |
| Sara Hightower, VP Planning, Insights & Performance Science | 5 |
| Erin Wasson - VP Integration | 8 |
| Zane Cassidy - ACD copy | 7 |
| Lewis Henderson CEO TMA Entertainment | 8 |
| brandon stuart - SVP, group creative director | 7 |
| Brad Alesi, Chief Digital Officer | 8 |
| Scott Malaga, Vice President - Consulting | 8 |
| Kenny Barela, Creative Director | 7 |
| Andrew Robinson, president of consumer engagement | 8 |
| Erik Nelson, VP — Group Concept Director | 8 |
| jeff chown, president Talent | 8 |
| Chris Smith, Chief Strategy Officer | 6 |
| Uwe Gutschow, SVP Strategy & Innovation | 6 |
| 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) | |
| Andres Reyes, President Multicultural | 9 |
| Alison Delzell, SVP | 7 |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | 5 |
| Chris Bristol, Senior Director, Digital Integration | 4 |
| Clare Dussman, Sr. Manager | 2 |
| Michelle Palmer, President Sports and Experiential | 6 |
| Steve Albany Director, Business Development | 5 |
| Sara Hightower, VP Planning, Insights & Performance Science | 7 |
| Erin Wasson - VP Integration | 8 |
| Zane Cassidy - ACD copy | 8 |
| Lewis Henderson CEO TMA Entertainment | 8 |
| brandon stuart - SVP, group creative director | 7 |
| Brad Alesi, Chief Digital Officer | 7 |
| Scott Malaga, Vice President - Consulting | 8 |
| Kenny Barela, Creative Director | 8 |
| Andrew Robinson, president of consumer engagement | 7 |
| Erik Nelson, VP — Group Concept Director | 8 |
| jeff chown, president Talent | 4 |
| Chris Smith, Chief Strategy Officer | 4 |
| Uwe Gutschow, SVP Strategy & Innovation | 3 |
| 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) | |
| Andres Reyes, President Multicultural | 9 |
| Alison Delzell, SVP | 8 |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | 7 |
| Chris Bristol, Senior Director, Digital Integration | 4 |
| Clare Dussman, Sr. Manager | 5 |
| Michelle Palmer, President Sports and Experiential | 8 |
| Steve Albany Director, Business Development | 6 |
| Sara Hightower, VP Planning, Insights & Performance Science | 3 |
| Erin Wasson - VP Integration | 7 |
| Zane Cassidy - ACD copy | 9 |
| Lewis Henderson CEO TMA Entertainment | 8 |
| brandon stuart - SVP, group creative director | 8 |
| Brad Alesi, Chief Digital Officer | 8 |
| Scott Malaga, Vice President - Consulting | 7 |
| Kenny Barela, Creative Director | 9 |
| Andrew Robinson, president of consumer engagement | 8 |
| Erik Nelson, VP — Group Concept Director | 10 |
| jeff chown, president Talent | 2 |
| Chris Smith, Chief Strategy Officer | 7 |
| Uwe Gutschow, SVP Strategy & Innovation | 3 |
| 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) | |
| Andres Reyes, President Multicultural | 9 |
| Alison Delzell, SVP | 2 |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | 4 |
| Chris Bristol, Senior Director, Digital Integration | 3 |
| Clare Dussman, Sr. Manager | 8 |
| Michelle Palmer, President Sports and Experiential | 5 |
| Steve Albany Director, Business Development | 5 |
| Sara Hightower, VP Planning, Insights & Performance Science | 5 |
| Erin Wasson - VP Integration | 6 |
| Zane Cassidy - ACD copy | 6 |
| Lewis Henderson CEO TMA Entertainment | 5 |
| brandon stuart - SVP, group creative director | 3 |
| Brad Alesi, Chief Digital Officer | 7 |
| Scott Malaga, Vice President - Consulting | 10 |
| Kenny Barela, Creative Director | 6 |
| Andrew Robinson, president of consumer engagement | 5 |
| Erik Nelson, VP — Group Concept Director | 3 |
| jeff chown, president Talent | 8 |
| Chris Smith, Chief Strategy Officer | 4 |
| Uwe Gutschow, SVP Strategy & Innovation | 2 |
| Overall (and as you consider the questions above), what do you believe most holds back the effectiveness of your client and new business presentations? | |
| Andres Reyes, President Multicultural | Cannot point at something that has that level of impact |
| Alison Delzell, SVP | We don't give away ideas (since it's truly our currency) - and I don't feel like we always explain how this will make an impact to our client with their boss... |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | too much talk about us, not enough showing how we can grow the business....via a good strategy and using the idea to bring the strategy to life. We tend to rely on the idea to do the heavy lifting |
| Chris Bristol, Senior Director, Digital Integration | We're good at telling the SAL story and the benefits of the wheel, but we do fall short at times on unique insights. |
| Clare Dussman, Sr. Manager | Weak insights and hit or miss creative. |
| Michelle Palmer, President Sports and Experiential | Storytelling, business modeling, differentiation that is meaningful |
| Steve Albany Director, Business Development | Personally, the level of support and collaboration that goes into a presentation along with the finished product. Design-wise, some of my presentations appear to be from 2007... not 2017. |
| Sara Hightower, VP Planning, Insights & Performance Science | I think we can get much better at simplifying upfront strategy, that we can get better at consistently demonstrating the business impact of our recommendation, but to me the biggest area for improvement seems to be in our ideas. We have gotten feedback about ideas not feeling new/original, big enough, campaignable. I also think we've struggled at times in pulling the unique insight and business opportunity through to an idea. And sometimes in presentation we lack the strong story of the idea...we tell the inspiration or spark, reveal a "concept" and then show a tactic soup: a bunch of "we coulds" for a wheel of tactics. |
| Erin Wasson - VP Integration | Connection of the whole. Deep understanding of the business need and connection of the whole story from insights, to creative to measurement. |
| Zane Cassidy - ACD copy | Time and sometimes internal collaboration to ensure that everything ladders back up to business goal. Also client collaboration and insights into their goals, which sometimes they might not even have a firm and agreeed upon grasp of. |
| Lewis Henderson CEO TMA Entertainment | Measurement of our programs |
| brandon stuart - SVP, group creative director | we try to say/show too much, we often use slides as a crutch and not a backdrop |
| Brad Alesi, Chief Digital Officer | Time and focus typically negatively-impact our ability to deliver the most-effective narrative, case, and/or creative in our presentations. |
| Scott Malaga, Vice President - Consulting | The ability to tell an international story |
| Kenny Barela, Creative Director | I think the way we explain our strategic "instigate" approach can be somewhat complex and confusing. |
| Andrew Robinson, president of consumer engagement | Too often we provide what they ask for or what we think they 'want' and not what they truly 'need.' |
| Erik Nelson, VP — Group Concept Director | The process once insight and create are birthed to ladder back to the business impact of the ideas in a demonstrable way seems to be a consistent stumbling block for our team. |
| jeff chown, president Talent | The ability to dedicate the time and resources |
| Chris Smith, Chief Strategy Officer | combining the 4 of the above into 1 preso. Often times we'll hit 1-2, but rarely all 4. |
| Uwe Gutschow, SVP Strategy & Innovation | Time and the right talent. |
| 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.)? | |
| Andres Reyes, President Multicultural | Referrals |
| Alison Delzell, SVP | Client connections/RFP's |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | referrals |
| Chris Bristol, Senior Director, Digital Integration | OMC relationships and organic business from existing clients. |
| Clare Dussman, Sr. Manager | Referrals and Omnicom leads |
| Michelle Palmer, President Sports and Experiential | all of the above |
| Steve Albany Director, Business Development | Can't speak for the entire agency, but personally, 50% agency referrals or internal, 25% incoming, 25% proactive. |
| Sara Hightower, VP Planning, Insights & Performance Science | I am 2-3 people removed. On SWAT it feels that we have been put on many competitive reviews and RFPs. Most referrals seem to be "smaller" or incremental and handled by other teams. I'd like to get to a point where we are prospecting relationships for more opportunities. |
| Erin Wasson - VP Integration | Relationships and referrals. |
| Zane Cassidy - ACD copy | Referral from current clients |
| Lewis Henderson CEO TMA Entertainment | 50/50 proactive/referrals |
| brandon stuart - SVP, group creative director | organic growth, very little net new biz in our practice |
| Brad Alesi, Chief Digital Officer | Through relationships, the Omnicom network, and referrals from existing/past clients. |
| Kenny Barela, Creative Director | Not very exposed to this but i would guess RFPs |
| Andrew Robinson, president of consumer engagement | Organic |
| Erik Nelson, VP — Group Concept Director | I don't have a good idea of the process. |
| jeff chown, president Talent | All of the above |
| Chris Smith, Chief Strategy Officer | I'd guess 60% prospecting, 20% RFP, 20% referral. |
| Uwe Gutschow, SVP Strategy & Innovation | referrals |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Andres Reyes, President Multicultural | Showcase more of the thought leadership and have a stronger PR push. |
| Alison Delzell, SVP | Get more people solely focused on it and have a team to fully respond to requests (meaning give them a War Room and the tools to be successful) |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | Think bigger. We are halfway there, but our thinking is still too "comfortable" We need to be more audacious |
| Chris Bristol, Senior Director, Digital Integration | We need better cross-business unit communication, driving us to sell in other capabilities to our clients. |
| Clare Dussman, Sr. Manager | Clearer competitive positioning. I don't think potential clients know when to call us, because we do so many different things. |
| Michelle Palmer, President Sports and Experiential | dedicated team, process, proactivity & prediction |
| Steve Albany Director, Business Development | More collaborative approach with more support. |
| Sara Hightower, VP Planning, Insights & Performance Science | I think the agency still has a way to come in terms of consistently SHOWING how our model works for prospective clients vs. telling them. That means using our insight and a compelling business case to employ the right practice areas (including those outside or different than an ask) in a cohesive and complementary manner. Showing new, fresh ideas (both how we think of creative ideas as well as BUSINESS ideas) in a way that drives the business, has a purpose for all elements, includes how we optimize, all with stewardship of the brand and our client's business in mind. |
| Erin Wasson - VP Integration | Looking at a story holistically and not as disparate parts. Making sure our big ideas solve business problems and drive behavior. |
| Zane Cassidy - ACD copy | Prioritizarion. Identifying the amount of internal support needed depending on the opportunity. |
| Lewis Henderson CEO TMA Entertainment | Work further upstream at the client level and address or media planning and buying challenges |
| brandon stuart - SVP, group creative director | confidentially, we need stronger biz dev representation from our practice. senior people who have done it at creative agencies before. more confidence and less eagerness to please. |
| Brad Alesi, Chief Digital Officer | Ensuring the ideal team is working on each new business opportunity, and they're provided the necessary time & ability to focus to deliver the best results. |
| Scott Malaga, Vice President - Consulting | Elevate our international expertise |
| Kenny Barela, Creative Director | Start with establishing a strong notable reputation that precedes us. Change from "who's TMA?" to "Wow, TMA is here." |
| Andrew Robinson, president of consumer engagement | Spend less time chasing RFPs and prioritize brilliant creativity, outstanding service and deeper client relationships built on trust and friendship. |
| Erik Nelson, VP — Group Concept Director | Prove and provide a compelling business why to back up our compelling creative and insights. |
| jeff chown, president Talent | Less bullshit about TMA Back up our bullshit we throw out |
| Chris Smith, Chief Strategy Officer | Better answer the opportunities we are afforded. Turn the machine inward and tell the story organically. |
| Uwe Gutschow, SVP Strategy & Innovation | package up our story and services far better. |
| Any final advice for us as we prepare your training program? | |
| Andres Reyes, President Multicultural | Keep it simple, showcase practical use, use role playing for illustration |
| Alison Delzell, SVP | ?? |
| Jordis Rosenquest, EVP Planning Insights & Performance Science | n/a |
| Clare Dussman, Sr. Manager | I hope you really challenge us on our differentiators and competitive set. There is a hesitation to commit to what an ideal piece of work looks like, and I think sometimes we make it too difficult for clients to understand what we do. |
| Sara Hightower, VP Planning, Insights & Performance Science | Our current process feels in many ways like a factory assembly line. Despite the collaborative nature of TMA, there are many piece-parts of the new biz approach and we create challenges for ourselves in this because we can't appear cohesive. I think we have trained ourselves (now) to the process of business being: an ask, a prescriptive brief, and a creative idea. And so our process works in that way - we wait for an ask, follow it, write a brief, and do all of our set up in service of that idea. As we evolve and our differentiator in the marketplace is our structure as an agency, that process and that work product/presentation should reflect it. |
| Lewis Henderson CEO TMA Entertainment | Everyone is getting involved with entertainment and content creation. We need to continue to hone and adapt our message and capabilities for today's clients needs. |
| brandon stuart - SVP, group creative director | how can we make sure all of the enthusiasm we glean from this exercise isn't lost in a week? we seem to default back into old ways of working even if we are fired up |
| Brad Alesi, Chief Digital Officer | Looking forward to the training! |
| Kenny Barela, Creative Director | How has new business acquisition changed in the last 5 years? What are best practices or examples of out of the box thinking/practices from other agencies? |
| Chris Smith, Chief Strategy Officer | Very interested in hearing about attitude. |
| Uwe Gutschow, SVP Strategy & Innovation | TMA is a rational organization. It's people and philosophy rewards surface level knowledge. It lacks depth and relevancy as it relates to where the industry is moving to. |