Design agencies have developed a major sweet tooth for packaging.
The once humble chocolate bar has become the latest canvas for creatives to experiment with unexpected concepts and show off their design chops.
Project management stems from a solid foundation of planning, time management, and good old-fashioned organization, but a lot can go wrong along the way. A study of 10,640 projects from 200 companies in various industries revealed that only 2.5% of the companies successfully completed 100% of their projects.
When an agency hears a client has a new CMO, their first thought is most likely, “Will we retain the business?” The new CMO will understandably want to make an impact in their new position. They’ll want to surround themselves with people they know and trust — and the agency they know and trust may not be the incumbent — you.
You started your own agency because you wanted a different type of lifestyle — you wanted to build something of your own. You were sick of the lack of creativity in the work at your company, and the singular focus on margins and profits were draining your love for the industry.
In 1955, a middle-aged milkshake machine salesmen came upon something odd.
At a time when his industry was taking a dive, one restaurant ordered enough machines to make 40 milkshakes at once. He was so curious that he bought a plane ticket and flew from Illinois to California to see what kind of restaurant would make such a purchase.
What if we are approaching agency new business all wrong?
We marketers help our clients generate awareness and new sales every day, so when it comes to driving new business for ourselves, no wonder we apply what we know best.
A firm handshake, a friendly tone of voice, a patient nod — all of these things can help make your client feel comfortable and understood in a face-to-face setting.
But how do you nurture positive client relationships when face-to-face contact is more often than not replaced by inbox-to-inbox exchanges?
Whether you’ve worked in the industry for 25 years or two years, it can be difficult to navigate the complexities of a career. This includes figuring out the internal politics, processes, and opportunities that drive growth within a company and the small steps and education that lead to defining the different stages of a person’s professional career.
Making decisions about both of these paths benefit from having a mentor: someone who can be a guide, a motivator, and an advocate. And it’s a smart investment for companies to make: According to a study by Jerry Wilbur, mentoring is a significant predictor of career success. Mentees earn more money and experience more satisfaction in their work.
When you’ve got an important email to write, it can seemingly take hours. You write, revise, delete, and agonize over every word, link, and even your email signature.
And if you are selling your staff’s time in the form of the billable hour, this can be a huge waste of resources.
The landscape of content is evolving. In an age where most advertisements fall victim to the “skip” button, it takes something truly creative to make people pay attention.
Everyone’s trying to manage their cash flow. But no matter how buttoned up you might be in your process, it still could mean clients pay late, which messes with your cash flow and stability.
We’ve all been there — a client calls, frustrated or even angry about something that happened, and he blames your agency. Often, it’s not your fault, but that’s the last thing your client wants to hear right then.
Many agency leaders think the path to success is through growth. Grow bigger, grow faster, and don’t look back.
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?”
