Cathy started by asking if those present knew if having a track record was important to the client? And why? She pointed out that track record can be an advantage from the perspective of challenging a brief. But then asked if it was also reasonable to say that the client is the expert in their sector, while you the designer are the expert in brand strategy and creation? In short, will it wash? Is it possible to be both?
A key question to ask yourself is what makes you a true specialist? Skill set? Sector expertise? In this sense, she emphasised that it's important to consider what you have done, or what you know that is of relevance to the client. By segmenting your work this gives you excuses to keep in touch over the year with new thoughts and ideas. And looking at general client portfolios she suggested that while two clients in the same sector gives you a conflict issue, three or more makes you a sector expert. This was exactly the experience of Dan Einzig at Mystery who has carved out a niche with restaurant chains: “We had one major chain come to us," he said, "and the other clients followed because they liked what we’d done. Now we’ve developed a reputation in this sector.”
However, Cathy pointed out that while the specialist approach will help inform your new business strategy, remember that a generalist firm can be made up of lots of specialists.
The other members of the panel taking part were generalist expert Anita Brightley-Hodges of Still Waters Run Deep and former marketing director of Wentworth Club Zdenka Beck-Bauer who provided the client perspective. According to Anita: "Trust is the most important factor, people buy people.” And she added: "Involve everyone in the new business culture – don’t just leave it to the new business manager or yourself. At Still Waters Run Deep everyone in the team brings in a potential lead on Monday morning and we discuss them together.”
Zdenka commented that she had interviewed nine agencies in a bid to reposition the golf club as a luxury brand and agreed with Anita about buying people: “I needed somebody who could creatively interpret my ideas and imagination,” she added. Her advice to design agencies? Look at the brief, look at what seems to be the problem and ask what is the conflict? Ask yourself what is happening at the other side of the table?
One of the other related questions debated was whether clients be more risk averse during a recession. David Worthington of Media Square thought so: “Market research is going through the roof," he pointed out. "Clients are not taking risky decisions.”