I am not one to place tremendous importance on non-verbal communication and body language but it is undeniable that it has an impact on a presentation. Since the difference between winning a pitch and losing a pitch is a collection of small differences between agencies, we can't ignore subtleties like body language.
The following article in forbes.com does a nice job discussing body language.
Forbes article on body language
Ejnjoy...
Mark Schnurman
Co-founder
www.filamentinc.com
Showing posts with label pitch consulting. Show all posts
Showing posts with label pitch consulting. Show all posts
Wednesday, May 13, 2015
Wednesday, February 11, 2015
Loctite wins the Superbowl!!!
The general consensus seems to be that Fallon's Loctite Glue won the Superbowl.
See Loctite Glue spot.
The spot was funny and creative but as I walked through Home Depot the other day, I saw the Loctite Super Glue display. $3.48 for a little bottle. Assuming that Home Depot makes a $1.00 or so in mark up, that means Loctite needs to sell two-million or so bottles just to pay for the media (fuzzy math, not real math).
For a product that you only use occasionally, that seems like a tall order to me. It is not the low price point but the infrequency of the purchase/need that makes it look like a curious choice for the Superbowl.
I have read that Loctite spent what amounts to their entire marketing budget on the spot. Time will tell if it was a wise investment.
Thoughts?
Mark Schnurman
Filament Inc.
See Loctite Glue spot.
The spot was funny and creative but as I walked through Home Depot the other day, I saw the Loctite Super Glue display. $3.48 for a little bottle. Assuming that Home Depot makes a $1.00 or so in mark up, that means Loctite needs to sell two-million or so bottles just to pay for the media (fuzzy math, not real math).
For a product that you only use occasionally, that seems like a tall order to me. It is not the low price point but the infrequency of the purchase/need that makes it look like a curious choice for the Superbowl.
I have read that Loctite spent what amounts to their entire marketing budget on the spot. Time will tell if it was a wise investment.
Thoughts?
Mark Schnurman
Filament Inc.
Tuesday, September 9, 2014
The Spark - Inspiring Better Presentations
While this blog is dedicated to winning new business part of the new business process is the presnetation. Filament has launched a new blog (The Spark) dedicated to inspiring better presentations which looks both withing advertising and beyond advertising to share lessons and thoughts on what makes for a great, compelling presentation.
Check out The Spark.
Check out The Spark.
Wednesday, June 4, 2014
The following is a great blog post from The Hodges Partnership, a PR firm in Richmond VA. I thought it offered great insight into life at an agency.
After turning my internship at Hodges into my first real job, no one has been able to scare me away, yet. During my first year working in an agency I’ve had a variety of experiences – writing pitches, helping to plan the office holiday party, creating social content for clients and keeping the supply of caffeine and sugar at an all-time high. Here are the eight lessons I’ve learned during my first year in PR:
-- Great job by Kelsey at www.hodgespart.com sharing her thoughts on the industry.
-- Mark Schnurman
-- President www.filamentinc.com
Eight things I’ve learned after one year at a PR agency
May 20, 2014 | by Kelsey Leavey
After turning my internship at Hodges into my first real job, no one has been able to scare me away, yet. During my first year working in an agency I’ve had a variety of experiences – writing pitches, helping to plan the office holiday party, creating social content for clients and keeping the supply of caffeine and sugar at an all-time high. Here are the eight lessons I’ve learned during my first year in PR:
- Time management is important. Working at an agency means you’ll have quite a few balls in the air at one time, and it’s your job to ensure that none of them hit the ground. Turning in something late no longer means getting a bad grade, it means an angry client. Always ask for clear deadlines and break your habit of procrastination early.
- Don’t be afraid to speak up. Your ideas are valid. At THP we do agency brainstorms twice a month and everyone is expected to contribute. Whether you’ve been in your job for five weeks or for five years, provide thoughtful input. Don’t blurt out all 50 ideas you have but don’t be afraid to share the ones you feel strongly about.
- Ask for feedback. Create an environment where people feel comfortable sharing constructive criticism with you. Did you write your first pitch? Ask for honest edits and advice from a coworker. Asking for feedback now will help you to avoid developing bad habits that will be hard to fix later in your career.
- Social Media will continue to change. In the past year Facebook redesigned its timeline and newsfeed, Twitter drastically changed the layout of its profiles and LinkedIn launched Sponsored Updates, changing the game for companies using the platform. Stay knowledgeable on these constant changes and be flexible to changing your social strategies.
- Writing takes practice. There are major differences in writing the 15 page research papers you wrote in college and PR writing. Pitches and press releases should be short and concise, while also eye catching and interesting. Blog and social content should fit the client’s voice and tone. And if you’re writing for a B2B client, learning how to be a great technical writer will be important. Raise your hand for writing projects when they come up; it’s the only way to gain valuable experience.
- Do your research on reporters. If there’s one thing I’ve learned about media relations during this past year, it is to spend valuable time researching who you’re pitching and know what they are interested in. Doing this won’t guarantee a story, but it increases the likelihood that they will acknowledge your pitch or keep your information for when they have a story that is a fit for your client.
- Don’t be the last one to arrive and the first one to leave. There’s no such thing as homework in the real world, but there are times where there just isn’t enough time in your work day to get everything done. That means coming in early or staying late. Trust me, your coworkers and bosses will notice if you’re always the last one to arrive in the morning and the first one to leave.
- Don’t be discouraged. There will be days where you send out the perfect pitch to a reporter that should jump at the opportunity to cover your client, and you’ll hear crickets. And there will be days where things just can’t seem to go right. Don’t let the bad days discourage you from working hard and doing your best work.
-- Great job by Kelsey at www.hodgespart.com sharing her thoughts on the industry.
-- Mark Schnurman
-- President www.filamentinc.com
Monday, February 6, 2012
Don't pitch like Madonna's halftime show
Maybe I need a break from new business pitches because I am starting to see parallels in the most peculiar places. The most recent parallel was in last night's Super Bowl Halftime show.
It seemed as if Madonna, in an effort to be FCC-friendly and inclusive, strayed from her irreverent style and settled smack dab in the middle of mediocrity. In an effort to make the show less lame, she added Trojan warriors, a high-tech stage, LMFAO, Cee Lo Green and M.I.A. All of which made the show busier but no less interesting. How often are the advertising equivalent of Trojan warriors added to your pitch? The result is the same... a busier, but no more compelling pitch.
Just like bells and whistles don't make a boring halftime show any less boring, those same bells and whistles also don't help to make a new business presentation any more compelling.
It is easy to get caught up in the fun of finding new and interesting tricks to make new business pitches cool, but it is not always time well spent. Clients are smart enough to see really smart thinking and creative. Over time, clients have also become adept at recognizing pitch bells and whistles.
Ask yourself and your team "what do we want the client to remember about our agency?" Odds are, the answer is not that you had really cool Trojan warriors.
Mark Schnurman
Pitch Consultant -- Filament Inc.
www.filamentinc.com
It seemed as if Madonna, in an effort to be FCC-friendly and inclusive, strayed from her irreverent style and settled smack dab in the middle of mediocrity. In an effort to make the show less lame, she added Trojan warriors, a high-tech stage, LMFAO, Cee Lo Green and M.I.A. All of which made the show busier but no less interesting. How often are the advertising equivalent of Trojan warriors added to your pitch? The result is the same... a busier, but no more compelling pitch.
Just like bells and whistles don't make a boring halftime show any less boring, those same bells and whistles also don't help to make a new business presentation any more compelling.
It is easy to get caught up in the fun of finding new and interesting tricks to make new business pitches cool, but it is not always time well spent. Clients are smart enough to see really smart thinking and creative. Over time, clients have also become adept at recognizing pitch bells and whistles.
Ask yourself and your team "what do we want the client to remember about our agency?" Odds are, the answer is not that you had really cool Trojan warriors.
Mark Schnurman
Pitch Consultant -- Filament Inc.
www.filamentinc.com
Tuesday, October 26, 2010
How many people should attend a pitch?
A recent blog question posed to me was how many people should attend a pitch. Based on the question, I am assuming it came from a small to mid-sized agency and the piece of business in questions is not a huge, multi-national assignment with multiple partners. For typical pitches facing small to mid-sized agencies, there are a few general guidelines that I tend to recommend when considering the size of the pitch team.
First, do not overwhelm the client. If there only going to be two or three people representing the client side, do everything that you can in order to keep your pitch team as small as possible. This does not mean that you need to bring only two or three people, but it does mean that you should not bring 10 people.
Second, everyone on the agency team gets a speaking part. Bringing a junior person that does not have a speaking role so that the client can “meet the team” does not count. Clients want to get to know the person and see if they are a good fit, not simply put a name to a face. If you send a person to the pitch but do not give that person a speaking part, the client can get the impression that you do not trust junior staff. The advantage of letting a junior person have a role in the presentation is that the bar is set lower for the day-to-day person. You may find that with a lower bar, the day-to-day person will sail over it and wow the client.
Third, it is good to bring at least one day-to-day person. Clients can only assume the worst if the agency is not willing to bring any day-to-day staff to a meeting. This is not to suggest loading up the entire team with more junior staff, but bringing a day-to-day account or creative person is probably a good idea.
Given those three guidelines, there are seven key roles to be played on a typical pitch team.
The role of the executive – a CEO, president, managing director, etc. – is to open and close the meeting and discuss the agency. He or she should not talk about the specifics of the client’s work unless the executive is going to be working on the account. Another role of the executive in the room is to field questions and distribute them to the team. If the executive answers every question it can appear that the team isn’t trusted to answer the questions. Artfully moving the questions to the appropriate team member can help to promote team chemistry.
The planner/high level account person will talk about strategy. Depending on the resources of the agency, this could be a planner, director of account services, or a high level account person.
The day-to-day account person is not necessarily 100% assigned to the account. This person is simply the primary point of contact for the client, usually somewhere between 50% and 100% billable. This person will typically discuss tactical executions and how the strategy will be implemented.
It is great if everyone can speak to digital, but typically this requires special expertise. The advantage of bring the digital person is that you have that extra level of expertise. The disadvantage is that digital can look like a separate department instead of one, unified creative team.
Creative staff is typically one high level and one day-to-day staffer. The higher level creative staff can outline the challenges that the creative assignment presented and set up the first concept. The day-to-day creative can then present some concepts. It is a good idea to have the creative director come back and summarize all of the different concepts that were shown.
Some pitches do not include Media, but even then it is still useful to have someone that can serve as the bridge between the agency and the media buying firm. The absence of this role can leave some gaps in the pitch. We have all seen the role of media change over the last five or so year. Media truly is the new creative. With that new role, comes new responsibilities. In the old days, the media section was what done when everyone else was finished with their presentation. Now, the media section may be asked to carry a pitch. Presentation and storytelling skills which were never stressed in a media department are now very important and can make or break pitch.
The pitch is the client’s opportunity to get to know everyone on the team, so remember to give everyone a substantive role. This does not mean that the role needs to be complex. It does mean that each presenter needs to have enough time to connect with the audience and enough time to establish him or herself as an important member of the team. While team size is probably not going to make your team win or lose the pitch, team chemistry can, and the larger the team, the more difficult it is to show chemistry.
Mark Schnurman
www.filamentinc.com
Pitch Consultant
First, do not overwhelm the client. If there only going to be two or three people representing the client side, do everything that you can in order to keep your pitch team as small as possible. This does not mean that you need to bring only two or three people, but it does mean that you should not bring 10 people.
Second, everyone on the agency team gets a speaking part. Bringing a junior person that does not have a speaking role so that the client can “meet the team” does not count. Clients want to get to know the person and see if they are a good fit, not simply put a name to a face. If you send a person to the pitch but do not give that person a speaking part, the client can get the impression that you do not trust junior staff. The advantage of letting a junior person have a role in the presentation is that the bar is set lower for the day-to-day person. You may find that with a lower bar, the day-to-day person will sail over it and wow the client.
Third, it is good to bring at least one day-to-day person. Clients can only assume the worst if the agency is not willing to bring any day-to-day staff to a meeting. This is not to suggest loading up the entire team with more junior staff, but bringing a day-to-day account or creative person is probably a good idea.
Given those three guidelines, there are seven key roles to be played on a typical pitch team.
The role of the executive – a CEO, president, managing director, etc. – is to open and close the meeting and discuss the agency. He or she should not talk about the specifics of the client’s work unless the executive is going to be working on the account. Another role of the executive in the room is to field questions and distribute them to the team. If the executive answers every question it can appear that the team isn’t trusted to answer the questions. Artfully moving the questions to the appropriate team member can help to promote team chemistry.
The planner/high level account person will talk about strategy. Depending on the resources of the agency, this could be a planner, director of account services, or a high level account person.
The day-to-day account person is not necessarily 100% assigned to the account. This person is simply the primary point of contact for the client, usually somewhere between 50% and 100% billable. This person will typically discuss tactical executions and how the strategy will be implemented.
It is great if everyone can speak to digital, but typically this requires special expertise. The advantage of bring the digital person is that you have that extra level of expertise. The disadvantage is that digital can look like a separate department instead of one, unified creative team.
Creative staff is typically one high level and one day-to-day staffer. The higher level creative staff can outline the challenges that the creative assignment presented and set up the first concept. The day-to-day creative can then present some concepts. It is a good idea to have the creative director come back and summarize all of the different concepts that were shown.
Some pitches do not include Media, but even then it is still useful to have someone that can serve as the bridge between the agency and the media buying firm. The absence of this role can leave some gaps in the pitch. We have all seen the role of media change over the last five or so year. Media truly is the new creative. With that new role, comes new responsibilities. In the old days, the media section was what done when everyone else was finished with their presentation. Now, the media section may be asked to carry a pitch. Presentation and storytelling skills which were never stressed in a media department are now very important and can make or break pitch.
The pitch is the client’s opportunity to get to know everyone on the team, so remember to give everyone a substantive role. This does not mean that the role needs to be complex. It does mean that each presenter needs to have enough time to connect with the audience and enough time to establish him or herself as an important member of the team. While team size is probably not going to make your team win or lose the pitch, team chemistry can, and the larger the team, the more difficult it is to show chemistry.
Mark Schnurman
www.filamentinc.com
Pitch Consultant
Monday, September 27, 2010
Differentiation vs. Betterentiation
If the goal is to differentiate ourselves from the competition, then why do agencies spend so much time just telling their clients and prospects how much better they are than the competition? The difficulty with focusing on what you do better than the competition is that the agency can rarely back up its claims. As a result, it just sounds like sales puffery that clients politely listen to and completely ignore.
After years of effort, agencies are now selling themselves as “full-service” and “integrated.” However, what they are basically saying is that we all do the same thing. The result of all of our effort is that we have created non-differentiated agencies and commoditized our product offering. When clients have a difficult time distinguishing one agency from another, there’s just one thing they use as a differentiator: price. This is not the situation any agency wants to be in, but it is where many agencies find themselves right now.
The key to a point of differentiation is that it is provable. Saying you’re better is mostly just stating an opinion. Differentiation always has a point of proof.
“Our creative is better” is an opinion. Your agency’s creative may in fact be better, but unless you have a shelf full of awards, you have no proof. And recognize that every agency has won a creative award or two, so unless you have a shelf full of awards, your claim is just your opinion and will not resonate with your prospects.
“Our agency has better experience than any agency in the business when it comes to biologics” is an opinion. Nearly every agency has biologic experience. “Our agency is agency of record for more biologics than any other pharma agency” is a fact.
The problem is that simply claiming to be better is easier, and as a result more agencies go down that path. It is easier to simply claim to be better than to go through the difficult work of actually making the agency different in some way. The question for agencies is, what is it that you can own in the marketplace? Odds are it is not about what you do better. These types of claims have difficulty gaining traction. It is more likely a controversial point of view or a method for executing some part of the advertising process that will help to put some distance between you and the competition.
One most popular differentiating claim is that an agency’s people make them different. While it is wonderful for morale, it probably is not true. If you are based in the New York area, those people that you claim make you so different probably worked for your competitor just one or two years ago. You could claim that your culture makes you different, but you would need to point out the specifics of the culture before the claim had much of a chance of sticking.
As if this were not difficult enough, the next danger is giving something a name and claiming it is different only to have the client say, “I have seen that before.” An agency’s branding process typically falls into this category. Having seen hundreds of agency new business pitches, both pharma and consumer, I know that if your agency has a process that includes concentric circles, a pyramid, or some kind of structure with columns supporting a roof … it is not unique or differentiating. Just because you have a pithy name for the process does not mean that the underlying process is different. It just means that the name is different.
So where does that leave an agency? There are still plenty of ways to carve out your own niche in the marketplace. One way is do primary research and uncover a hidden insight about the market. This is probably the oldest PR trick in the book. In the absence of news, make your own news. You can than build upon this research to become the defacto expert on the topic.
Another strategy would be to develop a unique point of view about the role of the agency, the role of promotion, or the direction of the industry. Anything that gives you a platform to discuss your topic as an industry leader and not just another agency in a sea of similar agencies could work.
While none of the solutions to the conundrum are quick or easy, the value of being different is immeasurable. It may seem silly to preach the value of differentiation to an agency, but sometimes we all need to listen to our own advice.
Mark Schnurman
Pitch Consultant
After years of effort, agencies are now selling themselves as “full-service” and “integrated.” However, what they are basically saying is that we all do the same thing. The result of all of our effort is that we have created non-differentiated agencies and commoditized our product offering. When clients have a difficult time distinguishing one agency from another, there’s just one thing they use as a differentiator: price. This is not the situation any agency wants to be in, but it is where many agencies find themselves right now.
The key to a point of differentiation is that it is provable. Saying you’re better is mostly just stating an opinion. Differentiation always has a point of proof.
“Our creative is better” is an opinion. Your agency’s creative may in fact be better, but unless you have a shelf full of awards, you have no proof. And recognize that every agency has won a creative award or two, so unless you have a shelf full of awards, your claim is just your opinion and will not resonate with your prospects.
“Our agency has better experience than any agency in the business when it comes to biologics” is an opinion. Nearly every agency has biologic experience. “Our agency is agency of record for more biologics than any other pharma agency” is a fact.
The problem is that simply claiming to be better is easier, and as a result more agencies go down that path. It is easier to simply claim to be better than to go through the difficult work of actually making the agency different in some way. The question for agencies is, what is it that you can own in the marketplace? Odds are it is not about what you do better. These types of claims have difficulty gaining traction. It is more likely a controversial point of view or a method for executing some part of the advertising process that will help to put some distance between you and the competition.
One most popular differentiating claim is that an agency’s people make them different. While it is wonderful for morale, it probably is not true. If you are based in the New York area, those people that you claim make you so different probably worked for your competitor just one or two years ago. You could claim that your culture makes you different, but you would need to point out the specifics of the culture before the claim had much of a chance of sticking.
As if this were not difficult enough, the next danger is giving something a name and claiming it is different only to have the client say, “I have seen that before.” An agency’s branding process typically falls into this category. Having seen hundreds of agency new business pitches, both pharma and consumer, I know that if your agency has a process that includes concentric circles, a pyramid, or some kind of structure with columns supporting a roof … it is not unique or differentiating. Just because you have a pithy name for the process does not mean that the underlying process is different. It just means that the name is different.
So where does that leave an agency? There are still plenty of ways to carve out your own niche in the marketplace. One way is do primary research and uncover a hidden insight about the market. This is probably the oldest PR trick in the book. In the absence of news, make your own news. You can than build upon this research to become the defacto expert on the topic.
Another strategy would be to develop a unique point of view about the role of the agency, the role of promotion, or the direction of the industry. Anything that gives you a platform to discuss your topic as an industry leader and not just another agency in a sea of similar agencies could work.
While none of the solutions to the conundrum are quick or easy, the value of being different is immeasurable. It may seem silly to preach the value of differentiation to an agency, but sometimes we all need to listen to our own advice.
Mark Schnurman
Pitch Consultant
Monday, March 29, 2010
Simple Rules for Q and A Mastery
It is virtually impossible to win a pitch with the Q&A session, but it is fairly easy to lose the pitch.
Agencies seem to feel that the Q&A session that follows the new business pitch is there to promote the free exchange of ideas. After 90 minutes of a finely crafted presentation, where the agency has scripted every word, every interjection and slide, the question and answer session is more of a test than it is a conversation. The client is using their precious 30 minutes of Q&A to kick the proverbial tires of the agency. Is everyone on the same page? Do they get along? Will the agency be easy to work with? Will the client need to suffer through an agency’s internal squabbles? These are the questions that the client is trying to answer when they ask, “Which concept would you recommend?”
So the question becomes, what is the agency doing that is getting them closer to a win during the Q&A? And what is the agency doing that is potentially losing the business?
When you start to look at Q&A as a conversation versus a test, certain behaviors become either positive or negative. For example, when you look at it as a conversation, team members discussing an issue makes perfect sense. When you look at it as a test, when one team member adds to another team member’s answers, it gives one of two possible impressions. First, that the team members are not on the same page. While this is bad, it is not nearly as bad as the second impression, which is that the person that adds on to the answer does not trust their teammate. This can be deadly. The client wants to know that not only are you all on the same page, but that you all trust each other. Other poor impressions that can result from someone adding on to an answer – the client may feel like the person just has a need to talk. We all know people like this.
There are two things you can do to combat the add-on. Train your staff to answer the question and then ask, “Does that answer your question?” If it does answer the question, most people would consider the case closed and would move on. If it does not answer the question, the answerer is now free to look for some help from your team. Asking for help is much more charming and intelligent than having five team members jump in for the save.
A second thing to consider during Q&A is to keep the answers short. The more you talk, the more likely you are to say something that you don’t want to say. Also, longer answers tend to make the presenter sound defensive. Keep the answers to 60 seconds or less. Closer to 30 seconds would be better. Don’t tell the client how to build a watch when all they asked for was the time. Another reason to keep answers short is that the goal is to get through as many questions as possible. It would be a waste of time to spend five minutes or more answering a question that was asked by someone that does not get a vote.
A third rule of thumb for Q&A is to not let any one person dominate. When one person answers the bulk of the questions it can give a number of non-favorable impressions. The first is that the agency has one smart person and a bunch of less smart staff members. Another impression is that the person answering all of the questions does not trust their team members. Remember, these are the same team members that are about to be assigned 100% to this account. Clients do not necessarily expect that their day to day staff will know all of the answers, but they do expect that staff to have the trust of agency executives. The goal is to get the pitch team involved and not let any one person dominate.
Finally, leave time for Q&A. The fact of the matter is that sometimes presentations run long. The danger is that if the agency leaves no time for Q&A, the agency is not so subtly saying to the client, “Your thoughts and questions are not important to us. It is more important for us to talk than it is for us to listen.” This is not the message that an agency wants to send to a perspective client.
The rules are not complicated, but they do require discipline. As much as I preach the “no add-on” rule, agency staff can find it difficult to hold their tongues on pitch day. As difficult as it may be, stick to the rules, and the pitch will be better for it.
Mark Schnurman
Pitch Consultant
Filament Inc.
Agencies seem to feel that the Q&A session that follows the new business pitch is there to promote the free exchange of ideas. After 90 minutes of a finely crafted presentation, where the agency has scripted every word, every interjection and slide, the question and answer session is more of a test than it is a conversation. The client is using their precious 30 minutes of Q&A to kick the proverbial tires of the agency. Is everyone on the same page? Do they get along? Will the agency be easy to work with? Will the client need to suffer through an agency’s internal squabbles? These are the questions that the client is trying to answer when they ask, “Which concept would you recommend?”
So the question becomes, what is the agency doing that is getting them closer to a win during the Q&A? And what is the agency doing that is potentially losing the business?
When you start to look at Q&A as a conversation versus a test, certain behaviors become either positive or negative. For example, when you look at it as a conversation, team members discussing an issue makes perfect sense. When you look at it as a test, when one team member adds to another team member’s answers, it gives one of two possible impressions. First, that the team members are not on the same page. While this is bad, it is not nearly as bad as the second impression, which is that the person that adds on to the answer does not trust their teammate. This can be deadly. The client wants to know that not only are you all on the same page, but that you all trust each other. Other poor impressions that can result from someone adding on to an answer – the client may feel like the person just has a need to talk. We all know people like this.
There are two things you can do to combat the add-on. Train your staff to answer the question and then ask, “Does that answer your question?” If it does answer the question, most people would consider the case closed and would move on. If it does not answer the question, the answerer is now free to look for some help from your team. Asking for help is much more charming and intelligent than having five team members jump in for the save.
A second thing to consider during Q&A is to keep the answers short. The more you talk, the more likely you are to say something that you don’t want to say. Also, longer answers tend to make the presenter sound defensive. Keep the answers to 60 seconds or less. Closer to 30 seconds would be better. Don’t tell the client how to build a watch when all they asked for was the time. Another reason to keep answers short is that the goal is to get through as many questions as possible. It would be a waste of time to spend five minutes or more answering a question that was asked by someone that does not get a vote.
A third rule of thumb for Q&A is to not let any one person dominate. When one person answers the bulk of the questions it can give a number of non-favorable impressions. The first is that the agency has one smart person and a bunch of less smart staff members. Another impression is that the person answering all of the questions does not trust their team members. Remember, these are the same team members that are about to be assigned 100% to this account. Clients do not necessarily expect that their day to day staff will know all of the answers, but they do expect that staff to have the trust of agency executives. The goal is to get the pitch team involved and not let any one person dominate.
Finally, leave time for Q&A. The fact of the matter is that sometimes presentations run long. The danger is that if the agency leaves no time for Q&A, the agency is not so subtly saying to the client, “Your thoughts and questions are not important to us. It is more important for us to talk than it is for us to listen.” This is not the message that an agency wants to send to a perspective client.
The rules are not complicated, but they do require discipline. As much as I preach the “no add-on” rule, agency staff can find it difficult to hold their tongues on pitch day. As difficult as it may be, stick to the rules, and the pitch will be better for it.
Mark Schnurman
Pitch Consultant
Filament Inc.
Saturday, January 30, 2010
Let junior staff speak
Most ad executives I speak with agree that bringing junior staff to a pitch is a good idea. After all, the day-to-day employees are going to be doing the work, and clients are likely to expect to meet the team. And bringing junior staff to pitches – with small roles – is a great way to develop the next generation of pitch superstars. With all of this going in their favor, I would expect to see pitch teams overrun with junior staff. But that is not the case.
Most ad executives I speak with agree that bringing junior staff to a pitch is a good idea. After all, the day-to-day employees are going to be doing the work, and clients are likely to expect to meet the team. And bringing junior staff to pitches – with small roles – is a great way to develop the next generation of pitch superstars. With all of this going in their favor, I would expect to see pitch teams overrun with junior staff. But that is not the case. Most of the resistance seems to boil down to two issues: presentation skill and knowledge.
When it comes to presentation skill, management is simply concerned that a junior person will lay an egg and lose the pitch. But in reality, it is virtually impossible for a junior person to lose a pitch. First of all, the bar is much lower for them. The client does not expect them to be perfectly polished. Second, if the junior person flubs but the rest of the team is great, the client will simply ask that individual not to be assigned to the account. On the other hand, if the junior person does a stellar job, now the client thinks that everyone at the agency is as smart as the junior person.
A bigger issue around presentation skill has to do with senior staff as opposed to junior staff. My suggestion is that agencies scrutinize all of their presenters, not just the junior ones. Poor senior level presenters do not get the same latitude as their junior colleagues and may cause much more harm to the chances of winning. Over time, a client may recognize the genius of an individual who is not a great presenter, but in a pitch, the client does not have the time or inclination to recognize that genius. They just see an inarticulate senior staff member.
When it comes to knowledge, not bringing junior staff because they do not know as much as the senior staff seems a little foolish. No client expects the day-to-day account/creative person to have the same expertise and insight as the VP of account services or the creative director. Clients expect the day-to-day staff to be smart and easy to work with and to know where to go when they don’t have an answer. They do not expect them to have all of the answers.
There are few keys to insuring that junior staff does a great job in a new business pitch. First, define their role. This means making sure that they use words like day to day when they describe their role on the account in order to set the bar that they need to clear. The client sets the bar lower for day-to-day staff than they do for the VP of account services.
Second, give them appropriate content to deliver. Clients expect to hear industry analysis and/or tactics from day-to-day account people. They do not want the 26-year old account executive to be developing and delivering the strategy for the product. The other half of appropriate content is giving the presenter enough content to deliver. If the account executive only has 90 seconds worth of content to deliver, he or she is not giving the audience enough time to get to know the presenter. But once an audience establishes an opinion on a presenter, there is no benefit in having the presenter continue. It takes about five minutes for an audience to get a good read on a presenter.
Finally, don’t change the content at the last minute. Junior staff members are probably petrified of the new business process. For many of them, they will be presenting with the president or managing director for the first time. Changing their content at the last minute could very well send them into a tailspin. Give them a day or two to really own their content.
Remember, the bar is lower for day-to-day staff. No one expects them to be as polished as the executives at the agency. Use that lower bar to your advantage and let the lower level staff show the client how smart everyone is at your agency.
Mark Schnurman
Pitch Consultant
Most ad executives I speak with agree that bringing junior staff to a pitch is a good idea. After all, the day-to-day employees are going to be doing the work, and clients are likely to expect to meet the team. And bringing junior staff to pitches – with small roles – is a great way to develop the next generation of pitch superstars. With all of this going in their favor, I would expect to see pitch teams overrun with junior staff. But that is not the case. Most of the resistance seems to boil down to two issues: presentation skill and knowledge.
When it comes to presentation skill, management is simply concerned that a junior person will lay an egg and lose the pitch. But in reality, it is virtually impossible for a junior person to lose a pitch. First of all, the bar is much lower for them. The client does not expect them to be perfectly polished. Second, if the junior person flubs but the rest of the team is great, the client will simply ask that individual not to be assigned to the account. On the other hand, if the junior person does a stellar job, now the client thinks that everyone at the agency is as smart as the junior person.
A bigger issue around presentation skill has to do with senior staff as opposed to junior staff. My suggestion is that agencies scrutinize all of their presenters, not just the junior ones. Poor senior level presenters do not get the same latitude as their junior colleagues and may cause much more harm to the chances of winning. Over time, a client may recognize the genius of an individual who is not a great presenter, but in a pitch, the client does not have the time or inclination to recognize that genius. They just see an inarticulate senior staff member.
When it comes to knowledge, not bringing junior staff because they do not know as much as the senior staff seems a little foolish. No client expects the day-to-day account/creative person to have the same expertise and insight as the VP of account services or the creative director. Clients expect the day-to-day staff to be smart and easy to work with and to know where to go when they don’t have an answer. They do not expect them to have all of the answers.
There are few keys to insuring that junior staff does a great job in a new business pitch. First, define their role. This means making sure that they use words like day to day when they describe their role on the account in order to set the bar that they need to clear. The client sets the bar lower for day-to-day staff than they do for the VP of account services.
Second, give them appropriate content to deliver. Clients expect to hear industry analysis and/or tactics from day-to-day account people. They do not want the 26-year old account executive to be developing and delivering the strategy for the product. The other half of appropriate content is giving the presenter enough content to deliver. If the account executive only has 90 seconds worth of content to deliver, he or she is not giving the audience enough time to get to know the presenter. But once an audience establishes an opinion on a presenter, there is no benefit in having the presenter continue. It takes about five minutes for an audience to get a good read on a presenter.
Finally, don’t change the content at the last minute. Junior staff members are probably petrified of the new business process. For many of them, they will be presenting with the president or managing director for the first time. Changing their content at the last minute could very well send them into a tailspin. Give them a day or two to really own their content.
Remember, the bar is lower for day-to-day staff. No one expects them to be as polished as the executives at the agency. Use that lower bar to your advantage and let the lower level staff show the client how smart everyone is at your agency.
Mark Schnurman
Pitch Consultant
Thursday, November 19, 2009
Power Point Punch Up
The following article was publish in Med Ad News --
Over the years, it has become fashionable to criticize PowerPoint for making agency presentations long and boring. But PowerPoint does not make for boring presentations. Bad presenters make presentations boring. Let’s think about the components of a boring presentation and address them individually.
Too much data, not enough story is one common flaw. The slide deck is not supposed to be a comprehensive explanation of your presentation. The slide deck is a visual aid. The slide show is supposed to aid the presenter in delivering her message to the audience. Never lose sight of the fact that the presenter is the compelling component of the presentation, not the deck. If the deck were the compelling component, we would simply e-mail the deck to the audience and not have to fly half way across the country to make a presentation.
But wait you say, “The deck is our leave behind. We need a comprehensive leave behind in case someone misses our presentation.” It is true that if you take information off of the deck, it will no longer be your comprehensive leave behind. If you have to choose between a comprehensive leave behind and a solid presentation that helps instead of hinders the presenter, always choose the latter. In the history of advertising, no one has ever won a pitch because they had the best leave behind, but plenty of people have lost pitches because their presentations were painfully boring.
But wait you say, “…I want all of the information on the screen in case our junior person forgets something.” When you have all of the information on the screen and the junior person is forced to just read the slide, that person is offering no value to the audience. The audience could just as easily read the slide themselves. It is as if a really smart person wrote the slide, and then gave it to this (not so smart person) to present. You would be better off if they missed a point or two but remembered a few points that are not on the slide. The solution is to write the slide with all of the content so that the junior person can get the content down. After they understand the content, remove some of the points (typically sub-bullets) so that they can look smart at the pitch. If they miss a point or two, don’t worry about it. The goal is for them to look smart in front of the client, not for them to remember every point.
But wait you say, “PowerPoint slides can be so boring with a sea of bullet points.” It is not a mandate that slide shows are dominated by bullets. Mix it up a bit. Some bullets, some pictures, some video. If you are no longer worried about getting every last bit of text on the slide, it frees you up to be much more creative with slide composition. The one thing to avoid is clip art. Most clients expect their advertising agency to be able to come up with something more creative than clip art.
So we have addressed some issues in PowerPoint that are more a function of the user than the software, but that doesn’t mean that PowerPoint is the ultimate in presentation tools. Keynote is rapidly gaining acceptance in the new business world, but it has at least one pretty big flaw. Since not everyone at the agency uses Keynote, agencies tend to rely on their Keynote specialist for making every little change to the deck. This creates a significant bottleneck in the development of the presentation. This can create a severe limitation, all for the promise of marginally prettier slide shows.
I have seen circumstances where the deck was written in PowerPoint and then given to the Keynote specialist to convert. This method avoided the bottleneck problem, but then the team practiced with PowerPoint and did not receive the Keynote deck until the eleventh hour. Presentation teams are probably better off presenting with PowerPoint if that is what they rehearsed with. When Keynote is widely used throughout the agency, it will be a great tool for presentations, but in the meantime, it creates as many problems as it solves.
Boards and flip charts are another presentation tool that are making a comeback after years of PowerPoint use. Boards and flip charts have some distinct advantages over presentation software. The biggest advantage is that because boards require production time, they require a “pencils down” time. Presentation software’s promise of a perfect presentation can lure staff into never ending tweaks to the deck, even in the cab ride to the pitch. This type of last minute thinking certainly makes the presentation different but rarely makes it better. The last minute tweaks always raise the level of tension on the team, which is a recipe for disaster.
Just like presentation software, boards have some legendary issues of their own. Production snafus and size are the two biggest issues. If you have done new business long enough, you know what I am talking about.
Regardless of the presentation tool you decide to use, never lose sight of the fact that the presenter is the single most compelling part of the presentation. If the presenter is the key, then make sure everything in your new business presentation is designed to make the presenter more compelling.
Mark Schnurman
Pitch Consultant
filamentinc.com
Over the years, it has become fashionable to criticize PowerPoint for making agency presentations long and boring. But PowerPoint does not make for boring presentations. Bad presenters make presentations boring. Let’s think about the components of a boring presentation and address them individually.
Too much data, not enough story is one common flaw. The slide deck is not supposed to be a comprehensive explanation of your presentation. The slide deck is a visual aid. The slide show is supposed to aid the presenter in delivering her message to the audience. Never lose sight of the fact that the presenter is the compelling component of the presentation, not the deck. If the deck were the compelling component, we would simply e-mail the deck to the audience and not have to fly half way across the country to make a presentation.
But wait you say, “The deck is our leave behind. We need a comprehensive leave behind in case someone misses our presentation.” It is true that if you take information off of the deck, it will no longer be your comprehensive leave behind. If you have to choose between a comprehensive leave behind and a solid presentation that helps instead of hinders the presenter, always choose the latter. In the history of advertising, no one has ever won a pitch because they had the best leave behind, but plenty of people have lost pitches because their presentations were painfully boring.
But wait you say, “…I want all of the information on the screen in case our junior person forgets something.” When you have all of the information on the screen and the junior person is forced to just read the slide, that person is offering no value to the audience. The audience could just as easily read the slide themselves. It is as if a really smart person wrote the slide, and then gave it to this (not so smart person) to present. You would be better off if they missed a point or two but remembered a few points that are not on the slide. The solution is to write the slide with all of the content so that the junior person can get the content down. After they understand the content, remove some of the points (typically sub-bullets) so that they can look smart at the pitch. If they miss a point or two, don’t worry about it. The goal is for them to look smart in front of the client, not for them to remember every point.
But wait you say, “PowerPoint slides can be so boring with a sea of bullet points.” It is not a mandate that slide shows are dominated by bullets. Mix it up a bit. Some bullets, some pictures, some video. If you are no longer worried about getting every last bit of text on the slide, it frees you up to be much more creative with slide composition. The one thing to avoid is clip art. Most clients expect their advertising agency to be able to come up with something more creative than clip art.
So we have addressed some issues in PowerPoint that are more a function of the user than the software, but that doesn’t mean that PowerPoint is the ultimate in presentation tools. Keynote is rapidly gaining acceptance in the new business world, but it has at least one pretty big flaw. Since not everyone at the agency uses Keynote, agencies tend to rely on their Keynote specialist for making every little change to the deck. This creates a significant bottleneck in the development of the presentation. This can create a severe limitation, all for the promise of marginally prettier slide shows.
I have seen circumstances where the deck was written in PowerPoint and then given to the Keynote specialist to convert. This method avoided the bottleneck problem, but then the team practiced with PowerPoint and did not receive the Keynote deck until the eleventh hour. Presentation teams are probably better off presenting with PowerPoint if that is what they rehearsed with. When Keynote is widely used throughout the agency, it will be a great tool for presentations, but in the meantime, it creates as many problems as it solves.
Boards and flip charts are another presentation tool that are making a comeback after years of PowerPoint use. Boards and flip charts have some distinct advantages over presentation software. The biggest advantage is that because boards require production time, they require a “pencils down” time. Presentation software’s promise of a perfect presentation can lure staff into never ending tweaks to the deck, even in the cab ride to the pitch. This type of last minute thinking certainly makes the presentation different but rarely makes it better. The last minute tweaks always raise the level of tension on the team, which is a recipe for disaster.
Just like presentation software, boards have some legendary issues of their own. Production snafus and size are the two biggest issues. If you have done new business long enough, you know what I am talking about.
Regardless of the presentation tool you decide to use, never lose sight of the fact that the presenter is the single most compelling part of the presentation. If the presenter is the key, then make sure everything in your new business presentation is designed to make the presenter more compelling.
Mark Schnurman
Pitch Consultant
filamentinc.com
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