As you plan a new website — or updates to an existing one — you may wish the sky was the limit. Unfortunately, we are all faced with the same monetary Catch-22. There is a limit to what can be spent, even if there is no limit on what can be done.
As you contemplate the development of your website, you’ll have to ask the familiar question, “How much should we spend?”
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It might be hard to admit: Not every prospect is a good fit for your agency.
Some don’t have the budget. Some need a mindset shift. And some simply won’t see the value of your services.
In Lady Windermere’s Fan, one of Oscar Wilde’s characters describes the cynic as someone “who knows the price of everything and the value of nothing.”
It’s fair to call CEOs and CFOs cynics when it comes to their marketing budgets. Rarely do client-side decision makers report to their fellow C-suiters the value your agency provides. In the end, that usually means you aren’t communicating your value well, or strongly, enough.
Your team has spent hours researching, writing, and refining a proposal your prospect was eager to receive.
Now, you are staring at your email account in frustration as you write your third follow-up email in as many weeks.
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You’ve been working to sell a prospective client on a retainer for months. You’ve sent them a range of articles, guides, and case studies. You created a proposal, a contract, and have followed up multiple times to move things along.
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I made a big mistake.
I broke up with Google. And it was much harsher than a “let’s just be friends” moment.
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In 2007, I was brand new to the storied advertising agency DDB, having been appointed chief communications officer. One of the first memos that hit my desk was a “heads up” that Doyle Dane Bernbach was going to be featured in a new television series. Creator Matthew Weiner had consulted with the agency prior to production and my arrival, but we did not know how we were to be treated in the storyline for Mad Men.
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There are two women who can cause websites to crash, phones to ring incessantly, and bidding wars to begin.
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People don’t always come out and say what they really mean. Often, managers have to decipher how a department is really doing by studying the numbers, observing behavior, and paying close attention to the words their employees use.
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You didn’t get into this business to spend your days arguing. Conflict resolution was certainly not in your job description when you started out as a designer, account manager, or copywriter. Instead, you daydream about quiet days agonizing over creative — not being on stage in a courtroom.
But the reality is that you have to lead the charge for your agency, and that sometimes requires you to deal with hard-bargaining clients who want more work at less money.
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Print ads were once the standard format for creative advertising. But as more and more advertising dollars are allocated to digital outlets, print advertising is seen as an expensive, untrackable, traditional media format.
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Native advertising grew up in 2014.
Advertisers went beyond asking, “Is this a fad?” and tried to understand how to measure the success of sponsored posts and native ads. Publications considered who should write sponsored content, and even Last Week Tonight host John Oliver weighed in on the discussion.
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He’s called the Father of Advertising and the King of Madison Avenue. Fortune magazine once asked if he was a genius — which prompted him to ask his attorney to bring a lawsuit against the publication for its use of the question mark.
But you should also know that this man was an apprentice chef, a farmer, a door-to-door salesman, an expelled college student, a social worker, a researcher, and a former employee of the British Intelligence Service.
