SKIP INTRO

I’ve said it before and (for SEO purposes) I shall say it again - I LOVE “Skip intro” as an option when using the likes of Netflix, Amazon Prime, etc.

For the people who have spent months grafting away to produce a TV show it must be a real punch in the guts - the blunt acknowledgement and acceptance that no one cares that they exist. Ouch.

But it’s also smart as hell because it’s born of the question “why are people here?”. In the case of Netflix it’s to watch a show/movie. Anyone who thinks that the vast majority are there to find out who wrote this episode of “Lucifer” is deluded (as is anyone expecting “Lucifer” to be anything other than appalling. Just saying).

Let’s now turn that around to you and your creds and/or website. “Why are people here?” Are they here to learn all about you as a person? Nah. Are they here to find out the history of your building? Nah. Are they here to check out the huge list of things you can do? Maybe, but probably not (because these days most agencies can pretty much all do the same thing).

They’re probably there because they have a specific goal and want to know if you can help them nail it. Obviously the specifics depend on what you do and who your customers tend to be, but it probably wouldn’t take long to work out the answer to that key question. And if that answer can be put front and centre on your creds/site how awesome would that be! They got to “skip intro” and get straight to what they were interested in all along.

Show them results. Show them your awesome output. Show them how the work you do will take them to where they want to be. If you force them to watch all the credits (metaphorically speaking) by the time they get to the show (if indeed they stick around that long) they’ll already be spent and might miss something juicy.

Deliver what the audience wants, not what you want them to see to make yourself feel good.

Case studies are king

You’re only as good as your last piece of work (unless you’re still harping on about some logo you changed the colour of ten years ago).

Case studies are incredibly valuable (even the ones that are a little past their sell-by date). You can write all the hyperbole about yourselves you want (and I’ll challenge every last claim just for fun) but if you show me a case study with results and testimonials, well… I’m going to accept everything as legit and an honest insight into your abilities (and if it all turns out to be lies I will hunt you down).

In the top ten “Biggest Red Flags” of a recent Semrush report, “Lack of testimonials and case studies” scored high on the list of company turn-offs, proving the point that someone else’s review of your work will always trump your own self-promotion.

When we check out potential new clients, we scroll straight past anything vaguely “About us”-shaped, instead looking for factual case studies (or at least a portfolio).

When we advise clients on the creation of case studies, many seem reluctant due to a lack of ‘real results’ to report. Seriously, don’t worry about that - a simple testimonial is worth its weight in gold if you can’t conjure up a “300% increase in sales”.

Oh, and if you ARE lucky enough to have a “300% increase in sales”, PLEASE drop that into the case study early and LARGE. It might seem a little grotesque, but showing potential customers a solid commercial outcome your work led to is always a good idea.

Referrals. Don't ask, don't get.

Don’t wait for referrals; ask for them from each and every client and contact you ever knew.

A recent survey showed that in a list of “why have you chosen your existing marketing agency?” number two was “The agency was recommended to us”. Just think about that for a moment compared to all the things you think are the reasons people hire you…

It’s not your web site… it’s not your presence on LinkedIn… it’s not your wacky YouTube channel or your Instagram account. People like a ‘safe bet’ and if ‘Dean over at Company X’ has already used you and liked working with you, be sure to squeeze every last referral from him.

In cold channel new business we talk about having about 20% to work with when it comes to being brought on board, simply because we know that about 80% of business goes to incumbent agencies or referred companies. So why voluntarily sit on the outside of that equation?

Being introduced to a potential new client removes the cold moniker from your resume. You’re now the guys the client “doesn’t know, but came highly recommended”.

It creates SUCH a massive shift in the way you will be regarded it’s worth the potential ‘embarrassment’ of not being referred when you ask.

When was the last time you asked a current or ex-client for a referral? Unless your answer is “just now” then you’re not doing it enough.

Get it sorted.

Asking Simple Questions - ASQ

Improving your business development conversations with ASQ.

In a sales situation (which includes more things than you might imagine - networking meetings, being at the bar AFTER networking meetings, pitches, sales calls, chats in the park while pushing kids on the swing, chatting to a stranger at a party, Zoom meetings or plain old chemistry meetings), it's important that you find out as much about the prospect (yes, I know they're more than just a prospect, but let's employ sensible shorthand or we'll be here all day) as you tell them about yourself. Probably more.

Asking questions is crucial. To ask the right questions, you need to have done your research though. Asking Simple Questions (ASQ) is a good idea (and more of that in a moment) but Asking Really Stupid Excess questions (ARSE questions) is irritating and creates a disconnect between you and your prospect.

Here are some things we know:

• Your prospect's safest feeling comes from ignoring you and then tomorrow will be like today and that's fine. Low effort + tomorrow being the same as today = EASY DECISION.

• When you're pitching, your prospect perceives that they have CHOICE and POWER. They can substitute your offering with something else. Even if you insist they can't. And they want the power to choose. And they want an easy decision.

• The only way they'll care about what YOU want (or at least they'll start behaving like they do) is if you convince them that they're getting what THEY want. And you can't lie, so you’ll need to know what it is they want to achieve.

• The more information you vomit at them, the more chance you'll say something they can object to. In the early stages of a sale, you're part of a long list. The prospect needs to exclude you if at all possible.

• The prospect doesn't work for you. They don't have to answer lots of long, detailed questions.

• The questions you ask should be simple to answer and should demonstrate that you've thought about their company and its goals.

• You CANNOT work from a script for any of this. When a prospect answers, you need to be ready to go immediately off-piste (and remember that it's not off-piste for them - you're just joining them on their favourite red run).

• There will be things that you're desperate to tell a prospect that you MUST be ready to omit. The things that are important to you often aren't important to them.

So, how do you ASQ in a business development context?

• Be direct - ask your question and then stop dead. "How would we get to pitch for your next project?" is better than "I was wondering, as we're very keen and I feel there are synergies between our companies, that if there's a project some time in the future, we'd really like to be involved. How would we get to be one of the agencies you choose to hear from when the time is right, assuming you have anything?"

• Don't offer subliminal outs. SO many people say "or..." at the end of a question. Like this: "So, could we get the brief when it's done, or....?". It's like a little tic that makes you feel less forward. But it leads the prospect to the next word in the sentence which SIMPLY CANNOT BE A POSITIVE ONE. Seriously, complete the sentence. You've got to stick "...not" on the end (or something like it). Just like my first point in this list, stop dead. "So, can we get the brief?" is fine.

• Silence is okay. If you've ASQed, the prospect might leave a gap. You'll be tempted to fill it with something. Don't. They're not going to exclude you for waiting for an answer to a question. And if someone did exclude you, they weren't going to hire you anyway.

• If you're information-gathering, stick to one request in your question. "Tell me everything about your current PR endeavours" is a ridiculous ask. But "Do you use your PR agency to look for backlinks?" is a great ASQ. A really good ASQ will lead to more information than it asked for (ASQed for?).

• Listen to the answer. It'll often give you your next ASQ.
  

If you can master this, you'll find yourself in a good spot because not only does it show confidence without arrogance, it leads to the prospect speaking more than you do. By the end of a good call/pitch/chat with great ASQs, you'll barely be speaking as the information will be coming in your direction. And those conversations are the best.

New business campaigns. How many, to whom, when?

Okay, hang in there on this one. It’s loooong.

Let's say you have 1000 companies in a prospecting list.

Let's assume that those prospects review their agency provisions every couple of years (I know something like rebranding, or a whole new website will be less regular, but plenty of other things are more regular, so cool your jets, just change the maths to work for you).

And now let's assume that a review or an agency selection process takes around a month, with a window of a few weeks where approaching them would be likely to get a response (with a decent value proposition linked to their commercial outcome offering).

This means that on any given day, A little under 5% of your 1000 prospect list are reviewing and considering approaches. So your list on any given day has 50 active prospects.

This excludes prospects where your approach provokes a review. It happens, but rarely enough (by comparison to the organic reviews) that we can disregard for this.

Of that 50 prospects, 80% will select an agency referred to them by a peer. There are numerous studies that come to this conclusion, including a huge one by the American Association od Advertising Agencies. The remainder will either have a review process with no referred potential supplier – or the referred supplier will make a mess of their opportunity.

That leaves 10.

BUT…

You don’t know which 10.

So you have to swing for the fence on all 50.

The problem there is that it brings your conversion rate down and massively exposes the inefficiency of cold outreach.

So what do you do?

Well, if you contact each prospect every 20 days, you’ll never miss a “window”. But you’ll irritate a proportion of your database.

So you can make your interval short at first (maybe 10 days, then 20 days, then longer). And while you’re at it, make your secondary outcome perhaps using a PS. in email 2 or 3 to find out when they tend to review. Not many will tell you, but those who do can be taken out of the interval-based contact and moved to a more qualified list. So now your list is more efficient, because each time you discover when a review is happening, your average contact-time-accuracy goes up.

Eventually, your 1000-prospect list will yield a win, because the ~5% reviewing ratio is true throughout the 720 days, and your intervals mean you’ll get your timing right at least once for 80%+ of the prospects (accounting for shorter reviews, no reviews and people who opt out) within the window. And with a 6% meeting->conversion ratio (which is possible), you ought to win once if you only arrange 20 meetings in two years (this is with a +/- 100% margin for error in the conversion, and assuming that only 2% of your 1000 prospect list agree to give you permission to sell. These aren’t crazy numbers.

And that win is where your next referral might come from. How many of your clients give you referrals? How much is one more client generating referrals worth? Because the answers to those questions change everything. If you’re not asking for referrals, you should be. Today.

Waiting until you NEED new clients to commence outreach is the wrong thing to do, because of the inherent inefficiencies in the outcomes possible from cold outreach. Running solid cold outreach while you’re in a good place financially, with growth in mind, is the right approach. Because the simple fact that cold wins come from a mix of timing, value proposition and luck (along with your own tenacity and organisation skills!) means that you can’t make it go faster. You can increase volume (but this usually means less research and personalisation in your approach, reducing response rates) and enjoy larger numbers, but with that comes cost (both financially and the quality of the outreach).

But don’t forget: 160+ of your 1000 prospects won’t hire a referral. They’ll hire someone that contacted at the right time, addressing the right commercial concern.

What’s stopping that from being you?

The Art of Humble

Let's face it, everyone tends to exaggerate a little (and as an award-winning, 6'5" muscular gold medallist with perfect teeth, I understand). Moreover, it seems like nobody ever misses an opportunity to take credit for something that may not entirely be their doing. In my previous role as a renowned PR professional in the video games industry, I was no stranger to this phenomenon. I held records for gracing numerous magazine covers for the games I represented. However, it's important to acknowledge that these games (Unreal, Duke Nukem, Driver, and the like) were already highly-anticipated and well-received. So while I like to believe I did an awesome job, it was somewhat difficult to fail when working with such an extraordinary line-up of games.

Personally, I take greater pride in the times I managed to generate PR traction for less remarkable games. Those were the moments when I truly demonstrated my expertise. But if I were to sell myself to you as a PR expert, which do you think I would highlight? Yes - the flashy accomplishments, of course.

However, when showcasing your "sexy stuff," it's crucial not to overstate your impact. I can certainly believe that your Twitter campaign played a significant role in deepening brand recognition among consumers. But when you claim that the company experienced a miraculous 400% surge in sales solely due to your Twitter campaign... well, you've swiftly transitioned from being a credible part of the narrative to sounding like a dubious storyteller. Once trust erodes, even your honest achievements will fall on deaf ears.

Keep in mind that your audience will have reasonable expectations regarding your contribution to a campaign. Whether you're designing a logo, managing social media, or handling media buying, you undoubtedly play a positive role in the outcomes. However, it's essential to remain humble and authentic, acknowledging that success is a collective effort.

By embracing humility and credibility, you'll not only receive due recognition for your work but also be commended for presenting yourself reasonably and honestly.

Let Results Speak for Themselves

In the world of creative work, your reputation hinges on your most recent achievements (unless you're still bragging about tweaking a logo's colour a decade ago). Case studies hold immense value, even if they've aged a bit. You can indulge in all the self-promotion and hyperbole you desire (rest assured, I'll be there to question every extravagant claim just for fun) but when you present me with a case study brimming with tangible results and glowing testimonials, well... I'll accept it all as genuine, providing an honest glimpse into your capabilities (and trust me, if it's all smoke and mirrors, I will track you down and make your life hell).

In a recent report published listing the "Biggest Red Flags," the absence of testimonials and case studies ranked high among the turn-offs for potential clients. This proves the point that the review of your work by someone else will always outweigh your own self-promotion.

When assessing potential clients, we swiftly bypass anything resembling an "About Us" section and head straight for factual case studies (or at least a portfolio). That's where the true essence of your abilities lies.

When we guide clients in crafting their case studies, many express hesitation due to a perceived lack of "real results" to showcase. But here's the thing - a simple testimonial holds immense value, worth its weight in gold even if you can't conjure up a grandiose "300% increase in sales."

And oh, if you do happen to be fortunate enough to boast a "300% increase in sales," please ensure it features prominently and prominently in the case study. It may seem a tad ostentatious, but showcasing potential customers a concrete commercial outcome resulting from your work is always a wise move.

So, let your case studies do the talking. Let the results speak volumes about your prowess and allow potential clients to witness the tangible impact of your expertise.

Referrals: Ask and Receive

In the realm of marketing, referrals hold tremendous potential. Don't passively wait for them to come your way; take charge and proactively ask for referrals from every client and contact you've ever known. A recent survey revealed an eye-opening fact: when asked why they chose their existing marketing agency, the second most common response was "The agency was recommended to us." Pause for a moment and consider the implications of this in relation to your perception of what makes clients hire you.

It's not solely about your website, your presence on LinkedIn or your flashy YouTube channel or Instagram account. People tend to gravitate towards "safe bets,". IF Barry at Company X has already worked with you and had a positive experience, make it a point to extract every possible referral from him.

When it comes to cold channel new business, we often discuss the 20% rule, recognizing that approximately 80% of business is typically retained by incumbent agencies or referred companies. So, why willingly position yourself on the outskirts of this equation?

Being introduced to a potential new client eliminates the "cold" label attached to your name. Instead, you become the team that the client "doesn't know personally, but comes highly recommended." This shift in perception can have an enormous impact on how you are regarded and increase your chances of securing new business.

It's worth stepping out of your comfort zone and asking current or former clients for referrals. Unless you can proudly say, "I just asked for a referral," it's a sign that you're not actively hitting this valuable route often enough.

Take action today and prioritise the acquisition of referrals. Unlock the potential that lies within these recommendations and watch your business thrive.

The Importance of Efficiency

In today's business landscape, the concept of "time and motion" studies may seem outdated and rarely mentioned. However, the lessons I learned from those practices during my lengthy career have proven to be invaluable. While these studies primarily aimed to identify the most efficient methods for task completion, their principles still hold relevance, especially when it comes to sustaining your business.

Take a moment to reflect on the single activity that keeps your business alive. Is it maintaining an unchanged client base for the past decade? Is it continuously acquiring new clients due to your focus on project-based work without any retainers? Or perhaps it's indulging in reading blogs because they're undeniably captivating (you’re welcome).

The truth is, many of the tasks we engage in daily may not significantly impact our success; they are simply activities we enjoy (and we’ve become experts at rationalising to justify their continuation).

"Networking" is a classic example of turning something enjoyable into a seemingly legitimate business pursuit. However, any diversion from activities that genuinely contribute to your business will inevitably hinder your progress.

One could argue that engaging in "fun" activities benefits the company by promoting mental well-being, and that's a valid point to consider. Yet, it's essential to be honest with yourself. Have fun, but don't deceive yourself into thinking that it directly advances your business objectives. Instead, view such activities as a means to earn brownie points that allow you to indulge in the next enjoyable endeavor.

Now, it's time to shift your focus from reading blogs and dive into real work. Concentrate on tasks that truly drive your business forward and make a tangible difference.

Good luck and have fun (but not too much).

Thinking outside the chicken box

Imagine if you visited KFC and instead of receiving their signature fried chicken they served you a pyramid of asparagus, claiming they were "thinking outside the box." Or picture picking up your car after an M.O.T. and service only to discover that the mechanics had replaced the engine with a cauliflower. Would you applaud their creativity and vision? Of course not - you'd simply ask for what you came for. And now I really fancy 12 hot wings. Damn.

Before I delved into the realm of new business development (yes, I'm throwing in a blatant keyword) I encountered some challenges in my career when referring to creative teams as a "service department." Let me tell you, they did not appreciate that one bit (and I LOVED that).

From the perspective of marketing and sales managers, design serves a purpose. You can't just place a blank white box on the shelves of Lidl and expect customers to be enticed; it needs to be adorned with vibrant shapes or pictures of smiling children gleefully devouring sugar-coated objects.

Once, I requested a straightforward glowing icon resembling an on/off switch for a computer. But before I knew it, a "mood board" had surfaced, and the creative department vanished for an entire day to "conceptualise." Thankfully, I managed to find a friend of a friend who swiftly crafted exactly what I needed in just 20 minutes for a reasonable fee of £75.

Let's not forget (and this message is directed to you, creative folks) that while people value your thoughts and ideas, they also have specific objectives in mind. Therefore, it's crucial to collaborate with them to bring their vision to life, rather than imposing your own preferences onto their "bland" requirements.

Expert Advice vs Ego

When my dad needed to have his flat roof rebuilt to improve rain drainage he had a particular vision in mind (as most handyman dads do). To explore his options, he called several local builders in for estimates.

The first builder presented a solution that didn't align with my dad's initial plan, and as a result, he was ignored.

Surprisingly, the second builder proposed the exact same solution as the first, leading to a similar response from my dad - disapproval and dismissal.

The third and fourth builders - without any knowledge of the previous suggestions - coincidentally echoed the same solutions, which, unsurprisingly, failed to win my dad's favour.

However, the fifth builder finally presented the solution my dad had been hoping for all along, and he decided to move forward with them.

Now, it would certainly add more drama to my story if I could tell you that the roof had dramatically caved in, but alas, that would be a fabrication (at least for now - who knows what the future might bring!)

I have often emphasised the perils of disregarding expert advice, but this situation takes it to another level. It's akin to seeking expert guidance, but only accepting someone as a "true" expert when their viewpoint aligns with our non-expert expectations.

Imagine if four doctors warned you that taking a blue tablet would have fatal consequences (despite your love for the colour blue). Would you still choose to take it if a fifth doctor assured you that they also adore the colour blue and that you would be perfectly fine?

In conclusion, avoid flat roofs (if possible), exercise caution when it comes to taking unfamiliar medication, and perhaps most importantly, refrain from seeking validation solely from experts who confirm our preconceived notions.

Remember: making informed decisions involves striking a balance between expert advice and open-mindedness.

Good luck when the storms arrive.

Removing the dung

As you can imagine, I spend a considerable amount of time browsing agency websites each week. It's not just because I enjoy seeing the impressive work done by creative minds; I'm also (let's be honest) on the lookout for those who are doing a dreadful job of representing themselves. Who knows, there might be an opportunity for us to swoop in and save them from their own misguided efforts.

During these browsing excursions, I come across an abundance of BS, hyperbole, and criminally wasted space. It baffles me why someone would choose to pass on showcasing a killer case study and instead bombard me with irrelevant details like their high school achievements, their encounter with CFO "Dean," the year they were established, or the thought process behind their office building selection. It's mind-numbing.

But one of the most common instances of BS I encounter is the kind of statements that were undoubtedly written while standing proudly atop a mountain, chest out, gazing heroically into the sun. However, upon closer inspection, they turn out to be nothing more than utter guff.

Take, for example, the classic gem: "We will only take on a client if we believe we have the knowledge and expertise to help them." Yeah, right. So you're telling me that if Client X shows up with a bag of gold, you're going to turn them away because you suddenly doubt your own expertise? Give me a break.

We're supposed to read such statements and think, "Wow, these guys have integrity!" but all we do is blow coffee out our noses and roll our eyes (which, by the way, is not as easy as it sounds).

Naturally, I couldn't resist sharing this statement with my colleague during a Skype session (yeah, we can be a pair of total bitches). His response hit the nail on the head: "It's such a BS line. Easy to claim, impossible to disprove, and unlikely to be true."

Wise words, my friend. Wise words.

So, let's cut to the chase and stop saying silly things. We see right through the facade, and all those heroic statements are just taking up valuable space that could be used to impress us with your actual work and the tangible outcomes attached to it.

PLEASE, let the results speak for themselves.

Ultimate Insurance for Growth and Success

During a recent conversation with an industry colleague, I came across an interesting perspective referring to New Business Development as 'insurance.'

This analogy not only sets the right tone but also aligns our mindset with the concept. In our lives, insurance is typically an investment we hope we never have to rely on. I insure my car, but I'd much rather keep it in pristine condition than find myself exclaiming, "Thank goodness I insured it!" (because that would likely mean it's been involved in a collision with a colossal SUV during the school run).

When it comes to holiday or home insurance, the ideal scenario is to consistently pay into it without ever needing to file a claim. Similarly, in the realm of new business, it serves as an insurance policy against the sudden silence of a non-ringing phone or the absence of email inquiries flooding your inbox.

Maintaining a thriving business revolves around growth and survival. Embracing New Business 'insurance' is an investment that doesn't provide an absolute guarantee, but it always (yes, always!) delivers unexpected benefits to a company. By engaging in new business activities, you'll connect with companies you would never encounter otherwise, seize project opportunities that can lead to long-term client relationships, and ping on the radars of prospects who would have never noticed you otherwise.

Don't hesitate! Sign up today or (at the very least, reach out for a conversation that could transform your business).

Defining success with a New Business Agency: Understanding the dynamics of cold outreach.

Are you frustrated with your business development efforts? Do you feel like your cold outreach isn't yielding the desired results? Many agencies share this sentiment after trying various strategies like new business agencies, lead gen companies, or in-house salespeople. However, it's important to understand the dynamics of cold outreach and how it compares to the effectiveness of referrals. In this article, we'll delve into why you might feel like your efforts aren't working and how to approach cold outreach strategically to build a successful growth strategy for your business.

Understanding the Perception Gap:

When agencies embark on cold outreach initiatives, they often struggle with the feeling that their efforts aren't yielding the desired outcomes. However, it's crucial to recognise that this perception may be misleading. Comparing cold outreach to the high conversion rates of referrals can create an unrealistic expectation of immediate success. Let's explore this further.

Referrals: The Power of Pre-existing Trust:

Referrals offer an impressive conversion rate of 80% or higher. When a prospect is referred to your agency, trust and credibility are already established through a personal connection. Consequently, closing the deal becomes relatively easier. However, it's important to acknowledge that the initial hard work of building trust was done by someone else.

The Challenge of Cold Prospects:

Cold prospects, on the other hand, require you to build trust and credibility from scratch. While you enter the equation to validate the referral, you are competing against 2-3 other potential winners. The chances of winning from a cold meeting or opportunity are inversely proportional to the conversion rates of referrals. It's vital to set realistic expectations based on this dynamic.

Realising the Potential of Cold Outreach:

While cold outreach may be perceived as relatively inefficient, it doesn't mean you should abandon it altogether. Instead, approach it strategically, recognising its role in your overall growth strategy. By understanding the lower conversion rates and the competitive landscape of cold prospects, you can adjust your expectations accordingly. Don't fall into the trap of assuming that "getting in the room guarantees a win." Building trust and providing value throughout the cold outreach process is essential for success.

Conclusion:

It's time to reframe your perception of cold outreach and embrace its potential. While referrals offer high conversion rates, cold outreach plays a vital role in expanding your client base. By recognising the dynamics at play and approaching cold outreach strategically, you can develop a comprehensive growth strategy for your business. Combine the power of referrals and effective cold outreach to maximise your success and propel your agency's growth.

Valuable Connections

In the ever-evolving world of industries, it's common for good professionals to seek new opportunities. Thankfully, we have LinkedIn - a platform that not only alerts us when our connections switch jobs but also insists we congratulate them with a sincere click of a button.

However, what truly matters is how you respond to these job changes and utilise them to your advantage. When a new Marketing Director joins a company, they often strive to bring positive changes and address key challenges. This presents a unique opportunity for you to showcase your intelligence and become part of the solution.

While offering your heart-felt congratulations, it’s crucial to conduct some research and identify the specific obstacles the new hire might face. For instance, if the company has recently undergone a merger, how can you contribute during this transformative period? Alternatively, if they have recently acquired new clients, how can you help meet the unique needs of those clients? In essence, your goal should be to empower the new hire by becoming their "secret sauce."

Instead of merely listing your services and saying "well done," demonstrate that you have invested time in understanding their situation. Show them that you are familiar with the Post-it notes on their screen.

If you choose to delve deeper into their professional endeavors, do so with purpose and finesse. Your efforts should be geared towards building meaningful connections and offering genuine assistance.

Differentiation in agency-land.

Disruptive. Insightful. Client-led. Strategic.

"We really take the time to understand your brand". "Our team is more like a family". "We always challenge the brief". "Our unrivalled expertise".

I just found at least a dozen of each of those in the last 5 minutes.

They might all be true. It barely matters. Your prospects (unless they're a hot referral) don't believe you. True differentiation is hard. Uniqueness is near impossible. And so it goes that your claims are weakened. So, how can you stand out in a crowded market?

Simple. Act exactly as you claim, consistently. From the first interaction, your prospects are judging you.

Respond to emails immediately, even if it's just a brief acknowledgement. Don't keep potential leads waiting while you craft the perfect response. Promptness and attentiveness always surpass ornate but delayed replies.

Avoid jargon. Nobody is impressed by it. Your complex, trademarked processes with fancy names have no place when engaging with unfamiliar audiences.

Use plain English to describe what you do and how your work achieves commercial objectives. Avoid flowery paragraphs and analogies that make visitors close your website.

Ask straightforward questions. During early discussions, don't assume prospects will guide you. It's your responsibility, not theirs.

In the initial stages, don't give prospects reasons to exclude you. Swearing isn't edgy; it's off-putting. Boasting about being picky with clients makes you sound foolish to new contacts. Funny videos and personal anecdotes have no place in these early, exclusory phases. Focus on value.

Be the agency that understands the prospect's desired commercial outcomes. Emphasize your ability to contribute to those goals. Describe your methods concisely. Ask intelligent, simple questions, and show genuine interest in the answers. Respond swiftly to emails and messages. When possible, answer the phone promptly. By doing these things, you'll belong to a small but distinguished group. Not entirely unique, but far more differentiated than those who merely claim to be disruptive, strategic, client-led, and unrivalled. Ugh.

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