Declining income, conflicted managers and demoralised staff. If you’re in the brand identity business, it may be time to re-evaluate your business development strategy.
Recently, whilst out-and-about in the branding community, conducting what I now refer to as the rounds, I have noticed a worrying vacuum or, in the wider context of things, an opportunity well worth exploiting.
It is undeniably tough out there – clearly illustrated by frugal cost-cutting, unpaid leave, head-count freezing and many other cautious, overhead reducing activities. However, I am amazed at how so many senior managers are undervaluing the importance and holistic benefits of a clear marketing and business development strategy.
On mass, agencies already on the verge of collapse have started advertising vacancies for generic new business positions. Their posts command applications from candidates who can guarantee a rolodex of clients and qualified leads. In return they offer little more than the most basic salary, an unclear future and very little, if any, security. They too often rely on badly managed and out-of-date contact lists and assign the task of cold-calling to reluctant if not actually telephobic staff, or outsource it to apathetic third-party telephonists.
How then can consultancies expect to grow, during a time when salaries are cut, morale is at an all time low and unpaid leave is encouraged? The answer, I suggest: Agency leaders themselves need to start thinking outside of the box.
Notes