Prospect Ghosting You? Use this ghosting schedule to follow up.

Ghosting is cutting off communication for no apparent reason, and is one of the most frustrating aspects of ad agency lead generation. 

I recently included a past blog post in our weekly newsletter and on LinkedIn and it struck a chord, although not the chord I was expecting with some agencies. 

In brief, my post (The Frustrating Reason Companies Want To Change Their Ad Agency But Don’t) talked about marketers who want to change agencies, and are even vocal about it, but just aren’t feeling enough pain to make the change. (And on top of that, change is just hard.) 

It wasn’t about getting ghosted really, but close enough that a fair amount of agencies who responded focused on their own struggles with prospects ghosting them, especially after a productive and solid first meeting. 

A prospect ghosting you certainly isn’t new, but it does seem to be happening more lately. 

I don’t need to tell you how insane it can make you feel, especially where you felt you connected with them in a meaningful way. 

So in this post, I’m laying out a schedule and messaging to help you get unghosted. (Probably not a word). 

Step One-Slow Your Roll 

So you waited a week or so, and nothing. 

You probably dropped an email or two, a text, maybe a call. 

As hard as it is, that’s almost/probably too much. 

Before you ever go down that road, here’s one thing you need to do before you end that awesome meeting with them: 

Set the follow up date/time 

I’m not going to pretend this is always easy, but you have to try. 

And it’s a great time to do it, when everyone has the feels and optimism is high at the end of this great meeting. 

If you’ve talked any potential next steps, but no follow-up dates, say something along these lines  

Really appreciate all your time today and feel like we have a good understanding of how we can help. Noted on timing, we’ll sit tight, but would love to set a date to touch base so we stay on track.

There are an infinite number of ways to phrase it, but the point is to ask. 

Step Two: There is typically a reason (or reasons) they’re not getting back to you 

It will drive you a little crazy, but you have to be patient, and not come off as desperate, because more often than not, there’s something going on within the company or in their personal lives. 

Yes, the prospect is ghosting you, but not intentionally (mostly).

Unfortunately for you, your agency is not priority number one at this point. 

Case in point-I had a situation with a deadline and only heard crickets from an agency principal-I wasn’t sure what was going on, but was certainly starting to feel ghosted, and then she calls me from the hospital! (Thankfully all was ultimately OK.) 

Just as a matter of course, your prospects are busy.

It is inconsiderate when they don’t get back, even with a brief update, but it is what it is. 

But just because they’re not getting back doesn’t mean they’re not interested.

Having said that, you need a yes or no, right? (And ideally a yes.) 

Step Three: Your Prospect Ghosting Schedule and Templates 

Here’s a proposed “ghosting schedule” for you to follow. 

I’m advocating 3 business weeks, and if you still haven’t heard anything, you move on. 

In this scenario, no firm follow up date was established, and the discussed project/work, according to your prospect, is imminent. (If that’s not the case, obviously you’ll have to alter as needed) 

-5 business days post-meeting:  

Send an email:  

  • The ideal is opening with something you talked about with your prospect in the last meeting. Could be personal: a hobby, a favorite sports team or college, a trip-something you both connected with and since your meeting, something new has happened in that space/world you can share, or,  
  • Something that’s come up with their company in terms of news, announcements, or something on LinkedIn, 
  • Or, something worth sharing regarding your agency: news, new work, or content you’ve created to show how you think. 

In this email, you’re not asking specifically about timing or next steps. The language is: 

Hi X, I saw UK has won the last 3, there’s still hope. 😊 

Looking forward to potential next steps-if it makes sense, I’ll plan on following up middle of next week, but if there’s a better day/time, let me know. 

Have a great weekend, 

X 

This is a soft drop-in to keep you in front of them. 

And ideally they respond here. 

 -8-9 business days post meeting 

No response-so, rather than another email, I would go with a phone call next.  

And you have a reason-you said you’d be following up in your email.  

Ideally they answer, but if it goes to VM, the goal is to find or come up with something specific to mention from your last meeting:  

Hey X, Lee McKnight at MPQ, I know you were hoping to get X project off the ground in the next several weeks. I’ll stay tuned, but if that’s changed, totally understand, we know timelines can be fluid. Look forward to talking again. Thanks, Lee

With this VM, you’re making sure you continue to be on the radar, and rather than asking about next steps and timing, you show some empathy, and indirectly ask about timing.  

Rather than, “Why the hell haven’t you gotten back to me”.  

Which is actually what you would like to say. 

13-14 business days post meeting 

Time to get direct. Even if they’re busy, now it’s just rude.  

But again, probably a lot going on, and they may be waiting on someone else to get it rolling.  

It’s not over yet.  

I would go in with an email next: 

Hi X, I want to make sure I stick with you-but I also don’t want to be a pest. 

If the project is on hold, or pushed back, we totally understand, but would appreciate any update when you get a chance. 

Thanks, Lee 

 Still showing some empathy, but now employing a more direct approach, and ideally getting a response finally.

19-20 business days post meeting 

Damn.  No response.

Time for the nuclear option 

You can go with email, phone or text-depending on what this prospect tends to favor (if you have a feel for this) and what you’re most comfortable with. 

It’s time for you to move on to other prospects.

With this email, which you very well may have a version of already, you’re closing the door now (although not permanently) and ideally making them feel a little bad they haven’t gotten back to you. 

Hi X, 

I’m guessing at this point you’ve changed course or moved in a different direction. 

It was a real pleasure getting to know you and X company.  

We would love to stay in touch, especially if this project resurfaces. 

Thanks for your consideration, 

Lee 

You will typically get some kind of response after this. 

The key is to take the high road, unless you just really don’t care about burning that bridge. 

Because odds are the project is still alive in some form, but you need to focus your new business efforts elsewhere and stop spinning your wheels.

Any further contact and you will look desperate. 

If you still get nothing back, they are either legit ghosting you, or that person has been fired. (I’m sure you’ve seen this)

(Which is why ideally you have more than one point of contact in that meeting.) 

If they are legitimately ghosting you, it hurts, but you probably don’t want to work with them anyway. 

Ideally this post is helpful-there will be many different factors in play that could change the cadence and copy in these steps, but ideally these are templates you can take and change as-needed. 

/by
Why Do Marketers Review New Ad Agencies

Why Do Marketers Review New Ad Agencies?

Why do marketers review new ad agencies?

Marketers review new ad agencies because they feel a change is needed, for a variety of reasons, but primarily because:

  • They aren’t happy with strategy or thinking
  • They aren’t happy with the creative
  • Lack of proactivity
  • Agency’s inability to manage or control costs

Featuring stats from our 2023 New Year Outlook Report, we asked marketers, “Thinking about the last time you reviewed new agencies to work with, why did you decide to review? Select all that apply. “

Tied for first at 39%, the top two answers were “Not happy with strategy or thinking” and “Not happy with creative”.

And rounding out the next two were “Lack of proactivity” (30%) and “Agency’s inability to manage or control costs” (20%).

Many factors within these four total responses are not always in your agency’s control of course.

A myriad of things can go wrong personally and professionally, on both the agency and marketer side.

What we want agencies to focus on here is proactivity and strategy, those that are more within your control.

You must bring both to the table ongoing, and if you are, and your client is still not satisfied, it may be time to take a step back and reconsider that client relationship.

You need to be realistic — maybe there is an employee that is simply not getting it done, but it very well could be a client that just isn’t worth everything they’re putting you and the team through.

Both are tough situations, but you must nip them in the bud as soon as you can.

And speaking of reviews, another stat from our report:

82% of Marketers still find the RFP/RFI process effective

The process is evidently not going away.

Which makes it even more groan-inducing with headlines like this:

Keurig Dr Pepper Demands 360-Day Payment Terms in PR Agency RFP

We’ve talked to agency principals that still, selectively, find the right RFP’s to be worth it, and
more power to them.

And there are those verticals where it’s a mandatory stipulation to engage in the RFP process.

But by all accounts, chasing RFPs should not be your business development strategy.

Three reasons why from this piece to sum it up, Why It’s High Time for RFPs to Die:

1. RFPs Establish Tasks, Not Goals
2. RFPs Are Inherently Non-Collaborative
3. RFPs Are Reactive, Not Proactive

Preach it.

/by
How Do Prospects Find Your Agency
,

How Do Prospects Find Your Ad Agency?

Prospects find your ad agency a number of ways, but primarily through:

  • Networking
  • Past agency relationships
  • Friends/co-workers
  • Direct ad agency outreach

How Do Prospects Find Your Ad Agency?

In our 2023 RSW/US New Year Outlook Report, we asked marketers, “how do you most often learn about new agencies?”

Unsurprisingly, networking (73%), past agency relationships (67%), and friends/co-workers (60%) constituted the top 3.

How Do Prospects Find Your Agency?

Direct Outreach Making A Comeback?

OK, maybe not the best heading, because direct outreach (outbound) never went away, but small and mid-sized agencies have always struggled with it,

In answer to the above question we asked marketers, a significant number (44%) stated that they learn about agencies via direct agency outreach.

When we asked this question many years ago, the percent of marketers stating that they learned about agencies this way was in the low teens (13%).

How Do Prospects Find Your Agency

A few takeaways for agencies here.

If you aren’t organizing outreach to marketers, you need to do it now.

There once was a day when “web searches” was among the top ways in which marketers found out about agencies. This year, it rates near the bottom, at 16%.

And while you can’t necessarily influence a marketer’s personal network, unless you literally know someone in that network, these results are a reminder to focus on your own network. As always, it’s important to your new business strategy, whether through other firms, associates, or friends.

You must cultivate your personal network, and not be afraid or nervous about doing so.

Marketers named “past agency relationships” as the second most-often way they discover agencies.

Often, when marketers move to another company, they reach out to you, which is fantastic.

But it doesn’t always happen that way.

Take the time in the beginning of 2023 to look through your past clients.

Odds are, there are individuals who have moved on to new companies, which is an opportunity for you to reconnect.

How do prospects find your agency? To reiterate: Do not ignore number four on this list (Direct Agency Outreach) just because it’s number four!

Of the top three on the list above, only number two is the one you have any control over.

So that leaves you with the most important, and one you can most directly influence: direct agency outreach.

Make it a priority in 2023, and if you need help, that’s what we do.  Contact us here.

/by
,

Why Should Ad Agencies Specialize?

Ad agencies specialize because it establishes the agency as an expert in a given vertical, or verticals.  92% of marketers say expertise will be very/moderately important when considering new agencies. Specialization also helps establish a strong agency brand, and aids business development efforts by making it easier to find new, desirable clients.

Stats below are taken from our 2023 RSW New Year Outlook Report (download here at no cost).

Why Should Ad Agencies Specialize: Specialization Myths

(I don’t know that “myths” succinctly applies here, “misconceptions” is probably the better word, but myths fits into a subject line better than misconceptions.)

It’s often groan-inducing when an agency hears “you need to specialize in order to get the clients you really want”.

We’ve certainly talked about it before (right here actually: Don’t Be Scared Of Specialization.)

But any groaning aside it is important:

92% of marketers say expertise will be very/moderately important when considering new agencies in 2023.

Let's Talk About Ad Agency Specialization Myths

Horizontal and Vertical Positioning Definitions

Before we get to the myth, if you will, it’s important to establish the forms that specialization, and your resulting positioning, can take.

And to do that, I’ll refer to David C. Baker, who wrote an insightful post on the subject for us a few years back and still holds up quite well.

From David’s Pros And Cons Of Positioning Your Firm Vertically Or Horizontally:

A vertical positioning is centered around an industry category, such as NAICS 541430–Graphic Design Services.

Or it could be very broad, like marketing for manufacturing, but it’s usually narrower than that.

So it might be credit unions, specialty physicians, non-profits, or high-growth tech.

A horizontal positioning defines your target in another way by spanning most of the verticals.

You could define your horizontal by a demographic segment, like millennials, Hispanics, women, or even around employee alignment.

It could be as specific as helping B2B leaders at disruptive transitions. You could also define it by a practice area, like investor relations.

The Ad Agency Specialization Myth

So let’s get to the main myth, if you will, about specialization: specialization doesn’t mean you have to focus on just one vertical.

David’s initial definition begins that explanation.

Agencies, understandably, don’t always take the time to think through the nuances of positioning, and what specialization could look like in reality for their agency.

If you’re struggling with this, I suggest reading David’s entire post, but here’s further, helpful explanation from it:

The most powerful positioning combines both, in something like a crosshairs, but you always lead with a horizontal or a vertical focus.

So you might target credit unions but with a particular focus on social media.

That would be a vertical positioning, primarily, but with a bold narrowing on top of it.

Or you might be a public relations firm specializing in investor relations with a particular strength in tech.

That would be a horizontal positioning, primarily.

Ultimately, it’s important for you to remember, your prospects are looking for expertise, and a certain level of specialization, but it doesn’t mean you have to paint your agency into a rigid corner.

Another related stat from our report:

72% of marketers say an agency’s site is important/very important in helping determine whether they’ll entertain an initial meeting.

Let's Talk About Ad Agency Specialization Myths

Ad Agency Specialization-Make It Clear On Your Site

A final note on specialization: if you do the work to craft your positioning and specialization, it can’t end there.

And that may sound glaringly obvious, but too often agencies nail the positioning down, but leave out an important step-updating their site to reflect it.

In one of our new questions in our new year outlook survey, we asked marketers, “How important is an agency’s website in helping you determine whether you’ll entertain a conversation with an agency?”

The agency site is typically the first thing a prospect sees, right?

But how important to your prospects is it really?

As our stat above points out, it’s important.

This is probably not a great shock to agencies, but it should be something of a wake-up call, or at the very least a reminder.

Your agency’s site is a visual elevator pitch, yet many agencies don’t consider this when creating or updating their sites.

Your site is typically the last thing you get to because it takes time to update it, but here’s further proof you must attend to it.

Even if that means an initial copy update to reflect your updated positioning, and/or updates over time.

To help drive more new business for your firm, look at it as soon as you can and make a plan for those updates.

And if you need help, that’s what we do.  Contact us here.

/by
In-House Agencies in Flux Maybe not Always
,

In-House Agencies in Flux? Maybe Not? Always?

Oh in-house agencies, we’re forever riding your carousel , and by “we”, I mean all the agencies out there.

From our 2023 New Year Outlook survey, unsurprisingly, agencies and marketers are not aligned.

We like the way this in-house trend is going!

In-House Agencies in Flux? Maybe not? Always?

Similar to last year’s report findings, overall, signs point towards marketers’ reliance on in-house teams waning — at least, according to agencies.

We initially asked agencies:

What percent of YOUR current clients have in-house agencies/do agency-like work in-house?

To provide some perspective, in 2021, 14% of agencies indicated that 51%+ of their clients brought agency work in-house, which rose slightly to 17% last year, and now in ‘23 drops to 13%.

But otherwise, agencies overall report less reliance by clients on in-house teams in 2022.

However, in a corresponding question, we asked marketers,

What percentage of your marketing/advertising activity is managed by an in-house marketing/advertising team?

Last year, 39% of marketers indicated that 51%+ of their marketing/advertising activity occurs in-house.

In 2022, it rose to 47%.

In-House Agencies in Flux? Maybe not? Always?

Here we go again

So we see agencies and marketers at odds here, with 13% of agencies reporting clients doing work in-house, but 47% of marketers reporting the same thing in 2022.

And when we asked agencies, “Looking ahead to 2023, do you see your clients moving more or less marketing agency-like work in-house?”,  66% of agencies expect either no change or a reduction in the amount of work being managed by their clients in-house.

Last year’s report saw that number at 77%.

Be prepared

The need to co-exist and work with in-house groups continues to be important, but more than ever in 2023, being proactive with your clients, having an organic growth plan, and making them aware of all the things you can do for them are key.

And from a Mediapost article that mentioned our report (Bringing Agency Work In-House: Best Practices For Tough Times):

The swings between acceleration and slowdown of in-housing leaves the function with an unsettled role. We know that industry sentiment will ebb and flow. We know that getting an in-house agency off the ground is a complex process that takes time, thought and planning — whether the strategy is motivated by cost-savings or broader marketing transformation. We know that there are no one-size-fits all solutions.

Your agency mindset in 2023 should be to treat your clients like ongoing prospects, in terms of the value and thinking you can bring, along with your work.

The in-house carousel will continue, but you can at least control the way you structure your new business strategy to bring in more new clients.

/by
The AgencyMarketer Chasm Non-Marketing Spending

The Agency/Marketer Chasm: Non-Marketing Spending

We’re creating a series of posts around our recent report, The RSW 2023 New Year Outlook, (which you can download here at no cost), with a focus on non-marketing spending to kick things off.

We’ve been releasing this report for well over a decade, and the goal is to provide small and mid-sized agencies and PR firms of all types with a series of guideposts entering the New Year, primarily to help prepare from a new business standpoint.

In a series of posts, we’ll hit the key stats and provide some perspective around each.

First, we look at the following question we asked agencies and marketers in our survey:

How would you characterize the most likely investment action YOUR marketing agency will take in 2023 (for NON-marketing activities like people, equipment, and technology)?

The Agency/Marketer Chasm: Non-Marketing Spending

The Agency/Marketer Chasm: Non-Marketing Spending

In last year’s report, we saw two disheartening situations:

1) Just when we thought marketer enthusiasm couldn’t drop any lower (than we saw in 2020), in 2021 it went even lower, with only 21% of marketers saying they would “somewhat” or “significantly” increase spending on non-marketing activities as they roll into the new year.

2) We saw a stark contrast in the respective temperaments of marketers and agencies.

In 2020 agency enthusiasm for spending took a dive, with only 64% of agencies indicating they would be spending at higher levels for non-marketing the following year, but last year was a different story, with 79% of agencies reporting they planned to “somewhat” or “heavily” invest in non-marketing activities.

Moving into 2023, however, we see a strange synergy that we haven’t seen in this report since 2018:

59% of agencies and marketers said they would invest somewhat to heavily in their business (non-marketing spending).

Marketers Are, Apparently, Optimistic-Agencies, Not So Much

So that’s a 38-point increase for marketers, which is positive given the strange economic climate we’re in!

Agencies-time to kick new business into gear with that kind of increase, right?

Well, it’s not all roses.

On the agency side, we’re looking at a 20-point decrease in agency investment expectations from 2021!

What does it mean?

The AgencyMarketer Chasm Non-Marketing Spending

Explaining Both Sides Of The Chasm

Non-Marketing activities on both sides encompass investment in new hires, technology, R&D, and travel, for example.

After falling to basement levels over the past few years, this 38-point increase in investment on the marketer side would seem to be a course correction, for lack of a better word.

After several years of uncertainty, it simply wasn’t a positive trend for business viability and healthy growth to continually decrease investment levels.

So, there’s positive potential here for agencies in the form of stronger pipelines of new product and service
launches for marketers, which would impact their agencies’ ability to drive more organic growth.

Turning to agencies, with investment intention at an all-time high last year, it would seem they are also expecting a course correction.

59% is still a healthy number, but agencies need to be careful.

You’ll see as you delve into our report, there are many reasons for agencies to be optimistic, for example, in-house trends are favorable to agencies, as is the perception that agencies are on top of trends.

On the flip side, our report also explores the top reasons why marketers start new reviews, playing into the need for continued investment in agency non-marketing spending.

Of course there’s a bottom-line that can never be ignored, but agencies need to be careful not to pull back too much on this type of investment.

The pull-back on non-marketing investment does make some sense, and a certain level of caution on the agency side is warranted, but along with taking precautionary steps based on the economy, agencies can’t ignore the need for an ongoing new business, organic growth, and client retention plan. 

One thing we saw affecting small and mid-sized agencies in the back half of 2022 was an overall slowdown in ongoing client-work, it took a lot longer to get projects going, or started. 

As part of client growth and retention strategy, agencies must specifically convey investments they’re making in the business, to both their clients, and in their prospecting, to show they’re ahead of the curve.

/by
,

2023 RSW/US New Year Outlook Report

This is the 2023 RSW/US New Year Outlook Report, our first ad agency new business report of the year.

We’re an outsourced ad agency business development firm that works specifically with ad agencies, marketing services firms, and PR firms to find better qualified new business opportunities and get you closer to close.

RSW/US is headquartered in Cincinnati, OH, with experts in lead generation, targeted prospect list building, and content creation driving our ad agency business development programs.

More about our advertising agency new business strategy and outsourced business development programs here.

Be sure to visit our YouTube channel and Agency New Business Blog for further insights and breakdowns on key stats from this report.

(And to download this report, head down to the bottom of the page.)

2023 RSW/US New Year Outlook Report

About The 2023 RSW/US New Year Outlook Report

The 2023 RSW/US New Year Outlook survey was completed by senior level Marketers and Marketing Agency executives during November/December, 2022.

The purpose of the survey was to glean insights relative to marketer and agency perspective as they each headed into 2023.

Topics explored included “biggest challenges facing marketing agencies” as seen through the eyes of marketers and agencies.

Also probed were topics related to spending and investment expectations, how important an agency site really is in the eyes of marketers, in-house agencies in flux, the impact of remote work on culture, and how Marketers are finding new agencies today.

The agency sample came from the RSW/US database of over 5,000 marketing services, advertising and PR firms in the U.S. and Canada, ranging in size from under $3M in capitalized billings to over $75M.

The disciplines of each agency spanned full-service, digital, PR, and marketing consultancies, to name a few.

The marketer sample came from our RSW/AgencySearch database of 30,000 marketing decision maker contacts. Company size, location, and category varied.

/by

To view please fill out the form below

While we offer the resources found on our site at no charge, we do ask for your assistance in maintaining a certain level of knowledge about who is accessing our valuable assets. We will never sell or distribute your information to any third parties.

Sales Automation Has Replaced Any Sense Of Understanding
,

Sales Automation Has Replaced Any Sense Of Understanding | 3 Takeaways: Episode 100

Welcome to episode 100 of 3 Takeaways, with a focus on sales automation (also our 5th Halloween episode, although Lee says 4-no, no).

There is nothing wrong with your device.

Do not attempt to adjust the picture.

We are controlling transmission.

Business development for your advertising agency has been subsumed. 

Humans no longer control strategy or execution-technology is all- automation has replaced any sense of understanding. 

Ominous opening, right?

Well, we don’t have much time-the sales automation overlords are watching. 

But we’ve jammed their signal for a few minutes.

I can’t take credit for that last sentence in our opening. 

It comes from an agency principal, discussing the high volume of sales outreach being vomited, copiously into our email boxes, on LinkedIn, and, occasionally, on our phones.

With little sense of targeting, lack of research, and a reliance on volume to the detriment of any relevant message, he said, and I quote, automation has replaced any sense of understanding.

It’s become pervasive-you get the same emails and messaging I do-there is rarely any sense of understanding of prospects or their companies in most outreach today.

If there were, I wouldn’t be getting these emails, because I’m not the right-fit prospect in most cases.

But these salespeople wouldn’t know that, because they haven’t taken the time to do the homework.

So in this episode, we bring you 3 Takeaways to make sure your agency isn’t subsumed by the hivemind that we call, Extreme Automation Reliance. 

 

Your first takeaway is paramount and simple:

Don’t let technology take over your business development process.

Let’s not kid anyone, technology is essential in making your process more efficient, but here’s a critical stat:

76% of agencies get more than six sales emails a day.  And almost 90% of those agencies said only 9% of those are effective.

Some salespeople are content with that. 

Perhaps they are one of the 9%. 

But great salespeople know that reliance on one platform leaves potential opportunities on the table.

Yes, use email, but how many of your competitors are picking up the phone? 

Are using traditional mail?

Do what your competitors are not.

With all this, the message here is not that you should never incorporate automation into your business development strategy.

Sales automation, whether through an automation platform, or using CRM tools that automate certain tasks, can be effective, but, and this is your second takeaway:

If you’re going to automate, make sure you are targeting the right prospects. 

A different agency principal, in an initial conversation about our services at RSW/US, told me about a meeting coming up their new business director had set. 

This business director relied on simple automation via email blasts and his network. 

This principal told me, they had no business taking this meeting-it wasn’t a fit.

Many alarm bells went off.

It . . .does not compute.

So many business development failures can be traced back to going after the wrong prospects. 

You have to take the time to nail those parameters down and make sure everyone involved in new business is on the same page.

We’ve now come to our final takeaway, time is short-they, are watching. 

We’ve established that automation isn’t inherently ineffective, however-your third takeaway is this:

Make sure sales automation isn’t THE strategy.

Since automation occurs through email, when you do use it, it is, of course, vital that those emails actually reach your prospects, which means your sender reputation must be up to par.

But 60% of agencies do not monitor their email sender reputation.

There are many tools, from Google, Microsoft and others, to ensure your deliverability is not impaired. 

Alright, I must go. 

Thank you for watching our 100th episode of 3 Takeaways! 

/by
Marketer’s Edge Interview With Dan Klopp: Space Technology
,

Marketer’s Edge Interview With Dan Klopp: Space Technology

In this episode of Marketer’s Edge we’re talking space technology with Dan Klopp, the Director Of Marketing And Business Development for Space Systems Division at ILC Dover.

If your agency pursues clients in the space technology, aerospace, or tech space, you’ll want to watch this episode.

A bit of background: ILC Dover is a world-leader in the innovative design and production of solutions for biopharmaceutical, pharmaceutical, medical device markets as well as a leading supplier for the (aero)space industries.

Our customers will attest to our relentless dedication to high value products, advanced technology, and responsive service, as our visionary solutions have improved efficiency while safeguarding people, product, and infrastructure in hazardous conditions through flexible protective solutions since 1947.

Why Advertising Agencies Should Watch This Episode-Dan talks:

  • What he likes most about working in marketing & tech– particularly space technology.
  • What it’s like being one division of a well-diversified holding company, and the degree to which it proves difficult to get corporate resources Dan’s division needs to accomplish its goals.
  • The toughest challenges in marketing products in the technology space and how he’s historically overcome them.
  • ILC Dover’s involvement in the production of the next gen space suit and, unlike the suit created during the Apollo era, they’ll actually get to brand these suits with the ILC Dover name/logo.
  • His strong belief in the “Servant-Leader/Theory Y management philosophy.”
  • Advice he would give to marketers thinking about bringing a new agency on board.
  • And lastly, if an agency attempting to win business from him, the advice he would give them.

A little bit about Dan:

Executive with consistent record of profitable growth in a range of technology markets.

Market experience includes; Aerospace, electronics, chemical analysis instrumentation, and semiconductor processing equipment.

Skilled at leading teams of professionals capable of distilling diverse information into a sustainable growth strategy.

/by
Marketer’s Edge Interview With Angela Campagnoni: Intimate Apparel

Marketer’s Edge Interview With Angela Campagnoni: Intimate Apparel

In this episode of Marketer’s Edge we’re talking with Angela Campagnoni, North American Brand Director for Elita Intimates.

If your agency pursues clients in the fashion, intimate apparel, or ecommerce space, you’ll want to watch this episode.

A bit of background: As a leading Canadian brand of ladies intimate apparel, Elita Intimates strives to design garments that appeal to all women.

Their dedicated design team located in Nova Scotia Canada has spent years cultivating styles that fit into their moto that “Every woman is an Elita woman”.

Elita is designed for modern women who appreciate luxurious, natural fabrics, with superb feminine design, fit and comfort, offering smooth lines and a natural feeling fit. Innovative fabrics, such as modal, cotton, bamboo, seamless and microfiber have signified the Elita brand for 30 years.

Why Advertising Agencies Should Watch This Episode-Angela talks:

  • How she stays on top of the latest trends in the industry and advice she’d give to any marketer (in any industry) looking to do the same.
  • Her work as an accomplished Children’s author of the book “I Want To See My Papa”, a book meant to help children deal with loss and grief.
  • Any advice Angela would give to marketers thinking about bringing a new agency on board
  • Why she decided to pursue a career in fashion and design.
  • The positive changes she’s seen in the industry over the last few years and where she sees the industry 3-5 years out.
  • Her founding of Atlantic Fashion Week and what gaps she saw in the market that warranted its creation.
  • And lastly, if an agency was trying to knock down Angela’s door attempting to win business from her, what advice she would give them.

A little bit about Angela:

For over two decades, Angela Campagnoni has been keeping the fashion industry in style in Halifax, Nova Scotia. The founder of Atlantic Fashion week, her signature flair and creativity have been at the forefront of her accomplishments.

Angela currently sits as the North American Brand Director for Elita Intimates, the signature ladies’ division of Canadian titan Stanfield’s.

Her tenacity and innovative thinking have been assets, but her true strength lies in her belief in herself and her own abilities to achieve her goals.

/by