Monday, October 16, 2006
Keith Ferrazzi strikes again...
This time, Keith recommended to Brandweek that companies create a new position, VP of HTM - High Touch Marketing. The position would focus soley on creating and nurturing long-term relationships with customers, vs. casting a wide net in prospecting for new ones.
A CEO of a very cool, boutique agency in Seattle recently told me that his strategy to build client relationships is just this: to court PEOPLE, rather than COMPANIES. His rationale? Marketing directors tend to change jobs fairly regularly - and even though they might not have need for a new agency at one place, chances are they will at another. And, even if they don't change jobs, marketing folks are notorious for (at least these) two things: being superior networkers and placing high value on brand loyalty. So, developing strong personal relationships with a group of key marketing professionals is a good strategy for building your client roster organically and efficiently.
Keith's recent article deals with organizing this job into one position that reports directly to the CEO. I can see it now: breakfasts, and lunches, and drinks, oh my!
All joking aside, in a time where agency-client relationships are tenuous at best, it seems like a worthy addition to agency staff and certainly one that could justify itself financially with one or two big wins. Of course, you could argue that it's the job of new business, and you'd be right...but if you have the luxury of adding another FTE to staff - one that could focus entirely on people - it would surely free up these folks to focus on business strategy, competitive intelligence, and getting the pitch decks in order.
BTW, this is perhaps my most ideal job, so if any of you seriously consider it, let's talk. Seriously.
Stacy
This time, Keith recommended to Brandweek that companies create a new position, VP of HTM - High Touch Marketing. The position would focus soley on creating and nurturing long-term relationships with customers, vs. casting a wide net in prospecting for new ones.
A CEO of a very cool, boutique agency in Seattle recently told me that his strategy to build client relationships is just this: to court PEOPLE, rather than COMPANIES. His rationale? Marketing directors tend to change jobs fairly regularly - and even though they might not have need for a new agency at one place, chances are they will at another. And, even if they don't change jobs, marketing folks are notorious for (at least these) two things: being superior networkers and placing high value on brand loyalty. So, developing strong personal relationships with a group of key marketing professionals is a good strategy for building your client roster organically and efficiently.
Keith's recent article deals with organizing this job into one position that reports directly to the CEO. I can see it now: breakfasts, and lunches, and drinks, oh my!
All joking aside, in a time where agency-client relationships are tenuous at best, it seems like a worthy addition to agency staff and certainly one that could justify itself financially with one or two big wins. Of course, you could argue that it's the job of new business, and you'd be right...but if you have the luxury of adding another FTE to staff - one that could focus entirely on people - it would surely free up these folks to focus on business strategy, competitive intelligence, and getting the pitch decks in order.
BTW, this is perhaps my most ideal job, so if any of you seriously consider it, let's talk. Seriously.
Stacy
