Winning & Running Successful Design Projects
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Workshop delivered in August 2017 for the Institute of Designers in Ireland. Contact Derek Howard derek@thecustomer.ie (+353 86 227 0283) or Niamh O'Connor (+353 87 902 1188) niamh@thecustomer.ie
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Winning & Running Successful Design Projects
- 1. 1 Winning & running successful design projects
- 2. Welcome 2
- 3. THE ONE THING YOU WOULD LIKE TO GET FROM TODAY?
- 4. 4 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 5. 5
- 6. • Geopolitical/ economic uncertainty • Consumer demands • Value-focused cost conscious customer • Expectation around ROI from campaigns • Technology/ DIY • No ‘clients for life’ • Maturity of tender/ procurement functions • Lower barriers to entry • Generation Y/ Z expectations • Personal demands 6 DESIGN INDUSTRY LANDSCAPE “New normal” Winning & running successful design projects
- 7. “If you don’t like change, your going to like irrelevance even less” GENERAL ERIC SHINSEKI, FORMER CHIEF OF STAFF US ARMY 7
- 9. 9 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 10. The service 10
- 12. 12 EXPERIENCE THE KEY DIFFERENTIATOR BY 2020 BDO/ Economist Intelligence Unit Service Megatrends 2020 Report 0% 10% 20% 30% 40% 50% 60% Quality Experience Cost Other 2011 2020 Winning & running successful design projects
- 15. “Loyal customers…they don’t simply do recommend you, they insist that their friends do business with you.” FOUNDER CHIP BELL GROUP 15
- 16. HOW LIKELY ARE YOU TO RECOMMEND EXAMPLE DESIGN CO?
- 17. NET PROMOTER SYSTEM How does it work?
- 18. CLIENT ORGANISATION STRUCTURE Type of information you get back John Smith Managing Director Satisfaction: 5/10 Likely to recommend: 5/10 Get more recommendations: Tailor to my needs Decision Maker Mary Browne Marketing Director Satisfaction: X/10 Did not respond Decision maker Management Team Marketing Team Brian Jones Web Developer Satisfaction: 7/10 Likely to recommend: 7/10 Get more recommendations: Share and collaborate Influencer Rachel Murphy Marketing Manager Satisfaction: 9/10 Likely to recommend: 9/10 Why I recommend: Help me make a difference Influencer Donna West Social Media Manager Satisfaction: 10/10 Likely to recommend: 9/10 Why I recommend: Say it how it is Other
- 19. 19 CORRELATION BETWEEN LOYALTY AND REVENUE GROWTH Example correlation -6.6% 19.0% -15.0% -5.0% 5.0% 15.0% 25.0% DETRACTOR PROMOTER Customer accounts v growth rates Customers who are detractors inhibit revenue growth Customers who are promoters drive revenue growth Winning & running successful design projects
- 21. • Think of your favourite customer • Answer ‘Yes’/ ‘No’ to each question • Multiple the number of ‘Yes’ answers by 4 to calculate your customer relationship rating % 21 HOW WELL DO YOU KNOW YOUR CUSTOMER? 5 MINUTE EXCERCISE
- 22. STEP 2… ASKING FOR AND ACTING ON FEEDBACK?
- 23. Think of the best project/ service experience you had as a customer. What made it great? 23 WHAT MAKES A GREAT PROJECT? 1 MINUTE EXCERCISE
- 26. Awareness Shopping Buying Initial Use Ongoing interaction Service Transition Be relevant to your customer before they even consider your brand Deliver a compelling value proposition to take customers off the market Efficiently and effectively “close the sale” Deliver a compelling “first use” experience which defines the customer experience Consistently deliver a differentiated service experience to customers. Based on current & future value Be perceived as “easy to do business with” through simple business processes. Proactively identify, price and manage the retention and withdrawal/ close process. WHAT’S THE EXPERIENCE LIKE FOR YOUR POTENTIAL BUYERS RIGHT NOW?
- 27. Click to play customer experience video https://www.youtube.com/watch?v=YG48U5iPESA
- 28. Are you doing everything you can to create a ‘wow’ experience for your customers?
- 29. 29 SUMMARY TAKEAWAYS Customer service and loyalty • 3 key steps… – Know your customers – Ask for and act on feedback – Wow them! • Benefits – Happy loyal customers – Differentiation – Referrals – Tangible revenue growth Winning & running successful design projects
- 30. 30 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 32. • Why bother building relationships? • Who to build them with? • How to go about it? 32 IN THIS SECTION FOCUS AREAS Winning & running successful design projects
- 34. 1. Relationship, compatibility, fit 2. Demonstrated in-depth knowledge of the client’s business and issues 3. Internal chemistry of the provider’s team (and consistency) 4. Product and technical knowledge (considered ‘a given’) (FranklinCovey) 34 WHY CLIENTS CHOOSE ADVISORS 4 KEY REASONS Winning & running successful design projects
- 36. Existing client • Profitability • Quantity of work • Growth potential of organisation • Business influencers • Brand and reputation New clients • Companies like my current clients • Industries I know • Growing business I don’t work with yet • Brands I don’t work with yet • Former clients (3-5 year review) • Relevant contacts in my network (personal, operational, strategic) • Referrals 36 WHO TO BUILD THEM WITH? KEY CATEGORIES Winning & running successful design projects
- 37. ARE YOU TALKING TO THE RIGHT PERSON
- 38. Making it part of my day-to-day The catch- up Making contact 38 BUILDING RELATIONSHIPS 3 KEY CHALLENGES Winning & running successful design projects
- 39. What’s the benefit to a client or contact of knowing you? 39
- 40. Click to play “Cold Call” video https://www.youtube.com/watch?v=YCQvdsm6nsg 40
- 41. • Guilt of not being in contact • “Why are they calling me?” • No particular issue to discuss 41 CHALLENGE 1: MAKING CONTACT BUILDING RELATIONSHIPS Winning & running successful design projects
- 42. Are we calling to sell something? 42
- 43. • Introduce/re-introduce yourself • Why you’re calling… • Benefit to them…. • Possible pushbacks? 43 ADDRESSING CHALLENGE 1: MAKING CONTACT BUILDING RELATIONSHIPS Winning & running successful design projects
- 44. Making it part of my day-to-day The catch- up Making contact 44 BUILDING RELATIONSHIPS 3 KEY CHALLENGES Winning & running successful design projects
- 45. • No particular issue to discuss • How much can you probe in your questions • Ensuring it’s a good use of time for both parties 45 ADDRESSING CHALLENGE 2: THE CATCH-UP BUILDING RELATIONSHIPS Winning & running successful design projects
- 46. 46 WHAT WOULD YOU LIKE YOUR CONTACT TO THINK OR SAY AFTER THE MEETING?
- 47. 47 WHAT WOULD YOU LIKE TO FIND OUT ABOUT THE PERSON, THE ROLE AND THE BUSINESS?
- 48. • Objective? • Agenda? • Intent • Approach • Discussion themes/clouds! 48 ADDRESSING CHALLENGE 2: THE CATCH-UP BUILDING RELATIONSHIPS Winning & running successful design projects
- 49. Making it part of my day-to-day The catch- up Making contact 49 BUILDING RELATIONSHIPS 3 KEY CHALLENGES Winning & running successful design projects
- 50. WHAT CAN YOU DO TO MAKE RELATIONSHIP BUILDING PART OF YOUR DAY- TO-DAY?
- 51. 51 SUMMARY TAKEAWAYS Customer service and loyalty • Be smart with your time • Be curious • Ask not tell • It’s all about the customer…not about you • Intent is to genuinely help them to be successful Winning & running successful design projects
- 52. 52 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 55. Goal Reality Options Way forward 55 GROW MODEL DISCUSSING OPPORTUNITIES WITH CLIENTS Winning & running successful design projects
- 56. • What are you trying to achieve? • What will success look like? • Who’s idea is this? • Who has overall responsibility? • What’s it going to take to get there? • How will we measure success? • How can I help? 56 GOAL WHAT DO YOU WANT? Winning & running successful design projects
- 57. • What research have you done already? • What’s happened so far? • Who else is involved? • What will be your biggest challenges to making this happen? • What are your biggest concerns at this stage? • How much of your time will you be spending on this? • Have you ever done anything like this before? • What was the feedback from last time? 57 REALITY WHERE ARE YOU KNOW? Winning & running successful design projects
- 58. • What are the options to get us there (Do nothing, Do it in-house, External help)? • Discuss timelines, budget, key stages/ milestones, resources, costs and benefits for each option • Share examples/ learnings from similar projects • Who else could we get involved/ could help? 58 OPTIONS WHAT COULD YOU DO? Winning & running successful design projects
- 59. WAY FORWARD • Which of these options is the best one? • Identify and agree immediate next steps? • Other stakeholders/ senior buy-in • How can I help? • Follow up 59 WHAT WILL YOU DO? Winning & running successful design projects
- 60. IT TYPICALLY TAKES 6-8 MEETINGS BEFORE SOMEONE IS READY TO BUY FROM YOU
- 61. • Genuine curiosity • Ask lots of questions • Active listening (hooks) • Focus on the client • Share relevant insights • Show empathy 61 THE OPPORTUNITY KEY TAKEAWAYS Winning & running successful design projects
- 63. 63 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 64. The proposal 64
- 65. 65 LETS RE-CAP Let’s be clear on the easiest way to win work! Issue Do it themselves Do nothing External advisors Non- competitive Competitive Knew about it Didn’t know about it Winning & running successful design projects
- 66. Stop/go Scoping meetings Document Scoping meeting Pitch planningDeliver pitch Client decision 66 THE PROPOSAL PROCESS Internal and external activities
- 68. 68 WHY DO WE WIN WORK? Factors influencing the decision Document 10% Price 10% Existing service provider advantage 10% Relationships 35% Value proposition 35% Winning & running successful design projects
- 69. 69 CHANGE IN FOCUS Spending more time with our potential client External meetings Internal activities Winning & running successful design projects
- 70. Stop/go Scoping meetings Document Scoping meeting Pitch planningDeliver pitch Client decision 70 THE PROPOSAL PROCESS Internal and external activities
- 71. 71 STOP/GO DECISION Factors to consider • Relationships • Prior knowledge of proposal • Length of response time • Availability of resources • Evaluation criteria • Relevant case studies • Clear differentiator • Opportunity cost of time • Risk Winning & running successful design projects
- 72. WILLINGNESS TO GIVE US TIME AND ACCESS IS KEY
- 73. Stop/go Scoping meetings Document Scoping meeting Pitch planningDeliver pitch Client decision 73 THE PROPOSAL PROCESS Internal and external activities
- 74. 74 CLIENT MEETINGS What are the things we need to think about BEFORE, DURING and AFTER?
- 75. 75 Before Who should we meet? Who should go? How will we set up the meetings? Agenda and prep During Are they serious about change? Current agency – like/ not like/ change? Understanding the commercial challenge they are trying to solve? Their expectations around scope and deliverables? What do we need to do to win? After Debrief Changes to our understanding? Confirm next steps (in writing) Agree team actions
- 76. Stop/go Scoping meetings Document Scoping meeting Pitch planningDeliver pitch Client decision 76 THE PROPOSAL PROCESS Internal and external activities
- 77. 77 DOCUMENT TYPICAL SECTIONS Contents • Executive summary • Team • Approach • Case studies • Pricing/ commercials • Appendices Winning & running successful design projects
- 78. Case study on good and bad executive summary examples 78 DOCUMENT CASE STUDY
- 79. Stop/go Scoping meetings Document Scoping meeting Pitch planningDeliver pitch Client decision 79 THE PROPOSAL PROCESS Internal and external activities
- 80. THE BEST PITCH YOU’VE EVER SEEN?
- 81. Click to play Barak Obama video https://www.youtube.com/watch?v=ngwyKsUg9Ms 81 EXAMPLE PRESENTATIONS
- 82. 82 WHAT DOES A WINNING PITCH LOOK LIKE? Key components 1. It’s not about you 2. Understands your business 3. A compelling story/ reason to choose you 4. Genuine enthusiasm and hunger 5. Good interaction 6. Value for money 7. Confident answers in Q&A Winning & running successful design projects
- 83. 83 THE PITCH Things to consider when planning your pitch • Who from the client? • What do they want to cover? • What are their priorities (by individual)? • What questions are they likely to have? • How will we generate interaction? • Who will they expect to see? Winning & running successful design projects
- 84. 84 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 86. Click to play Vendor-client negotiation video https://www.youtube.com/watch?v=RCheZyb2qxU 86
- 87. Service businesses are seen as being… • Commercially weak • Arrogant/make assumptions • Contradiction between price and value 87 THE NEGOTIATION WHAT THE MARKET IS TELLING US Winning & running successful design projects
- 89. 89 THE NEGOTIATION 5 STEPS Issue Scope Price NegotiateResolve Winning & running successful design projects
- 90. • Meet clients regularly • Know their business issues and objectives • Fully explore issues – open questions • What’s important (and not important!) • Ask (don’t make assumptions) • Know their budget and how it works • Debriefs from similar or previous projects 90 THE NEGOTIATION UNDERSTAND THE CLIENT’S ISSUE Winning & running successful design projects
- 91. • Be very clear on project objective, • Agree timelines and responsibilities • What exactly will the outputs include? • Are there any scoping options? • Can the project be broken into phases? • Watch out for assumptions! • Avoid discussing price at this stage • Summarise scope verbally and confirm in writing 91 THE NEGOTIATION 2. GETTING THE SCOPE RIGHT Winning & running successful design projects
- 92. 92 2. GETTING THE SCOPE RIGHT THE NEGOTIATION Winning & running successful design projects Inputs Cost (€) Revenue (100 hours 150 rate per hour) 15,000 Costs (100 hours x 100 rate per hour) 10,000 Profit 5,000 Assumptions €50,000 salary cost * 4 = 200,000 40 hour week * 50 weeks = 2,000 hours Standard cost per hour of 100 euros
- 93. • Fully price each of the scoped options • Watch out for “blue sky” scoping • Don’t negotiate with yourself! • Collate back-up detail that you might need • Agree strategy on opening position and walk away point • Anticipate pushbacks • Consider possible tradables and how you’ll use them • Rehearse the conversation 93 THE NEGOTIATION 3. PREPARE YOUR PRICING Winning & running successful design projects
- 94. • Scope of work • Staff experience mix • Timing of work • Payment terms • Volume/follow on project • Exclusivity • Quality of deliverables • Invites to their conferences • Access to other decision makers • Follow up meetings / calls 94 THE NEGOTIATION TRADABLES Winning & running successful design projects
- 95. Negotiation “A strategic discussion that resolves an issue in a way that both parties find acceptable” 95
- 96. 96 THE NEGOTIATION NEGOTIATION MINDSET Concernedabout Outcome Concerned about Relationship Winning & running successful design projects
- 97. * Fisher & Ury 97 THE NEGOTIATION 5 STEP APPROACH 1. Prepare 2. Open 3. Discover 4. Explore 5. Close Winning & running successful design projects
- 98. Acknowledge Clarify Respond Test 98 THE NEGOTIATION HANDLING OBJECTIONS Winning & running successful design projects
- 99. WIN: WIN
- 100. • Win : Win • Walkaway point • Opening position • Ask for help - test your approach • Flag overruns early • Adapt for different personality types • Take time to fully understand what the client wants and why • Adopt collaborative mindset—making the deal work for both sides 100 THE NEGOTIATION IN SUMMARY - DO Winning & running successful design projects
- 101. • Enter negotiations prematurely • Let fear of losing lead to a bad deal • Be rigid about only one outcome • Making concessions early or without getting something in return • Talk too much • Be afraid of silence • Let the client’s tactics affect you 101 THE NEGOTIATION IN SUMMARY – DON’T Winning & running successful design projects
- 102. 102 KEY STAGES OF THE SALES CYCLE Focused on your challenges The relationship The opportunity The proposal The negotiation The project/ service Winning & running successful design projects
- 103. 103 TOP 10 OBSERVATIONS FROM OUTSIDE THE INDUSTRY Specific request 1. Return on investment 2. Focus on the business challenge 3. Make deliverables visual for buyers 4. Less jargon 5. Value and charge your time 6. Transparency of inputs 7. Share more examples 8. Be proactive 9. Personal brand/ customer service 10. You can never over-communicate Winning & running successful design projects
- 104. Derek Howard +353 86 227 0283 derek@thecustomer.ie Niamh O’Connor +353 87 902 1188 niamh@thecustomer.ie 104 Winning & running successful design projects Contact us Details
- 105. Thank you! 105
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