James Caig and Nada Matti-Leighton speaking at Vision

1. We’re Nada and James

2. We’re Nada and James
Nice to meet you

3. Getting past
the first date.

4. How nurturing creativity
together makes a new
client-agency
relationship work.

5. 20,000
3.9%
500
7
3Source: MAA Today’s Client / Agency Disconnect, 2015

7. Agree that agencies
understand their clients
Agree that agencies
know how to drive sales
Agree that agencies
demonstrate ROI well
Source: MAA

8. 55% of
marketers
90% of
agencies
Agree that agencies
understand their clients
Agree that agencies
know how to drive sales
Agree that agencies
demonstrate ROI well
Source: MAA

9. 55% of
marketers
90% of
agencies
Agree that agencies
understand their clients
Agree that agencies
know how to drive sales
Agree that agencies
demonstrate ROI well
Source: MAA
56% of
marketers
84% of
agencies

10. 55% of
marketers
90% of
agencies
Agree that agencies
understand their clients
Agree that agencies
know how to drive sales
Agree that agencies
demonstrate ROI well
Source: MAA
56% of
marketers
84% of
agencies
40% of
marketers
76% of
agencies

11. 62%
56%
36%
Source: MAA Future of agencies

12. “We are happily dysfunctional.
We’re equal.
My proudest moments are when I see the
people within the agency arguing in front
of me.”
Craig Inglis
Marketing Director, John Lewis

13. “The best partnerships are
born from mutual values
and authenticity”
Creative Brief

15. Scenius.
The intelligence and
intuition of the
whole cultural scene.
The communal form
of genius.

16. Mutual appreciation
Rapid exchange of tools and techniques
Network effects of success
Tolerance of novelty

17. “Coming together is a beginning;
keeping together is progress;
working together is success”
Henry Ford

18. Cre-a-tiv-it-y (n)
The ability to transcend traditional ideas, rules,
patterns, relationships, or the like, and to create
meaningful new ideas, forms, methods,
interpretations, etc;
originality, progressiveness, or imagination.

19. Cre-a-tiv-it-y (n)
The ability to transcend traditional ideas, rules,
patterns, relationships, or the like, and to create
meaningful new ideas, forms, methods,
interpretations, etc;
originality, progressiveness, or imagination.

20. “Relationships are the
high road of collaboration”
Ian Priest,
IPA President 2013-15

21. “We unwittingly establish
relationships with people who are
likely to provide the levels and types
of interaction we became used to
during our childhood.”
Professor Julie Hay

22. How do we create the
relationships we want?

24. #1
Enjoy the flirting.
You won’t get to do it again.

25. No pressure.
You’re both still
exploring

26. Norming
Storming
Forming
Performing
Bruce Tuckmann

27. Empathy for
people

28. Encouraged multiple team formations
Opened up to other sources of inspiration
Accelerated related internal projects
What we did:

29. Find more time for informality
Open up the wider culture of each other’s business
Accept the solution is further off than you think
What we’d do now:

31. #2
Misunderstandings happen
really easily when you
don’t know each other

33. We all see things differently
AgencyClient
Technology
Commercial
Brand
Marketing
Culture
Audience
Business
Specialisms
Making it happen
Making it pay

34. We all see things differently
AgencyClient
Technology
Commercial
Brand
Marketing
Culture
Audience
Business
Specialisms
Making it happen
Making it pay

36. But wary of scaring the agency off
too soon
The urge to be honest about the
accuracy and shape of the challenge

37. But avoid condescending or
presuming people don’t get it
Be confident in the value of an
external view

38. But accept your role in building
mutual understanding and trust too
Know you are the authority on the
problem

39. But it’s your job to help everyone
become more certain about where it’s
going
Assume you have a license to open up
the brief

40. “The test of a first-rate intelligence
is the ability to hold two opposed
ideas in mind at the same time and
still retain the ability to function.”
F Scott Fitzgerald

41. Revitalise the existing model, establish
a new model!
Increase guests by appealing to
sensibility, not just property!
Differentiate by reaffirming our edge
and quirk, and improving the quality
of our member inventory!
Reinforce the value Sawday’s provides
for guests and members in light of a
‘faster’ model!
Revenue Proposition Product Brand
Make it easier to track the website’s
contribution to bookings, and create a
more seamless experience for guests!
Design journeys where users invest in
an experience alongside place or
location!
Help members and guests alike
understand the subjectivity of special,
both what it is and what it isn’t!
Reclaim special and different by
positioning people at the heart of our
service (brand, guest and member)!
Match-make the perfect guest-member holiday
Idealis(c* Absorbing* Unpredictable*
• Increased guest bookings
• Improved understanding of wider journey
• More accurate quantification of Sawday’s
ROI!
• Increased consideration
• Customer reviews which go beyond the
accommodation
• New possibilities for guest marketing!
• Increased self selection improves quality
of places submitted
• PR and leaders in travel refer guests and
new members
• Members feel proud to be part of Sawday's!
• Improved member satisfaction
• Value isn’t questioned by guests
• Well received comms
• New data collection opportunities to
enhance Service
• Members associate Sawday's investment
with personal bookings!
• Improved conversion rate across all models
• Instant bookings comparative to C&S
• Apply model of 3:1 trackable conversions
to real bookings
• Guest and booking database increases!
• Visits across booking models is
proportionate
• Engagement with content that supports
places
• Prospect database increases
• Proportionally increase in the quality of
submissions
• Traffic referrals from Press activity
• Guests and member NPS score!
• Guest and member NPS
• Comms reporting (Sawday's)
• Guest database increases
• Member engagement with booking stats!
• Attribution for soft 'conversion's (requires
benchmarking) !
• Guest reviews draw on holistic experience
• Richer guest data!
• Guests and member survey! • Guests and member survey
• Richer guest data
• Evaluation of member feedback !
Guests* Affluent*female,*empty*nesters**&*subscribers* Current*and*poten(al*members*
• Off peak travel, nearby
• Personally inspected (Alastair's legacy)
• Travel as a hobby
• Depth of holiday experience!
• Authoritative guarantee of quality
• Accommodating service without kinks
• Personal contact
• Off peak travel
• Discerning, considered living!
• Guests understand what Sawday's means for a place
• Consistent occupancy
• ROI of Sawday's membership
• The 'right' guests!
• Use property language which resonates e.g. more traditional
terms like B&B
• Prioritise holiday 'colour' as much as location
• Package individual places as part of a wider travel goal
• Focus on mid week stays within 2 months
• Push instant bookings for stays within 1 month
• Follow up for post holiday feedback on Sawday's and Place
• Recommend days out alongside Sawday’s pubs!
• Incorporate a mix of long and short form user and
professional reviews
• Invite select members to create content e.g. Sistine Chapel
• Give clarity and visibility to Sawday’s role and ethos
throughout
• Communicate differences between an aggregator and
Sawday's experience
• Balance emotional and functional data to inform place
recommendations
• Feature pieces which express brand and inventory in Press
• Introduce Pubs as low cost way to experience Special!
• Explain process and criteria for property submissions with
examples Regular and constructive feedback on how to
improve ‘bookability’
• Capture member satisfaction more frequently
• (Record and) share value of PR
• Package and share guest reviews with members
• Allow members to see ‘select’ guest data e.g. hobbies
alongside booking requests
• Present compelling consideration/ booking stats to members
(individual with competitive angles)
• Automate stats shared with members
• Prepare and advise on new site launch!
What does the
business want to
achieve
What does the
website need to do
Digital vision
How we live Special
How will we know
we’re successful
Who do we want to
convince
Say/ do
Care-abouts
How will we
measure (quant)
How will we
measure (qual)
Strategic Framework Sawday’s: A sense of place

42. Awareness Research Search Property Book Stay Return

43. A framework to help us understand the problem
Found neutral ground in the user journey
Addressing the difficult questions
What we did:

44. Understand this stuff takes time to emerge
Ask what everyone wants to get out of the project
Keep the pressure on
What we’d do now:

46. #3
You’re still at first base.
Home runs are earned.

47. The critical non-essentials
Clive Woodward

48. Communication
methods that are
fit for purpose

50. Reduce barriers to creativity

52. Flirting.
Misunderstandings.
Home runs.

54. 1) There are clear goals every step of the way
2) There is immediate feedback to one’s actions
3) There is a balance between challenges and skills
4) People act ‘in the moment’
5) Distractions are excluded from consciousness
6) There is no worry of failure
7) Self-consciousness disappears
8) The sense of time becomes distorted
9) The activity becomes worth doing for its own sake

55. 1) There are clear goals every step of the way
2) There is immediate feedback to one’s actions
3) There is a balance between challenges and skills
4) People act ‘in the moment’
5) Distractions are excluded from consciousness
6) There is no worry of failure
7) Self-consciousness disappears
8) The sense of time becomes distorted
9) The activity becomes worth doing for its own sake

56. “I want see a headline in the press that says
‘number of pitches falls.’
We should celebrate the length of our
existing relationships, not focus on the
number of new pitches we are taking part in.”
Ian Priest