Call Mapping: How to structure the perfect call

By: Sam Meade

Ironically, cold calling seems a very hot topic of discussion currently. Particularly, whether it’s a legitimate method of initial communication, or whether it’s slowly dying out as an ancient sales technique.

So, is cold calling dead? The short answer is no.

Cold calling is an essential part of new business development, and now more than ever, it’s essential that you get it right. The best business development professionals know exactly what they want to get out of a call before even picking up the telephone. Successful call mapping can be the difference between the start of a blossoming relationship or the end of one.

So where does it all start?

First and foremost, a bit of background work prior to the call. A valuable trait of a successful Business Development professional is their ability to know who to talk to. The reality for many BDMs is that (more often than we might like to admit), a lot of time can be spent preparing for a call, simply to find that you are being referred onto someone else.

Why does this happen? Simply put, you have failed to effectively qualify the prospect.

Here are some helpful tips to get you through the perfect call – from qualifying the prospect to closing the call:

Tip #1: Use all the tools available to you

The importance of utilising an insight led approach to call mapping is key in being able to structure the perfect conversation. Scanning industry blogs, reading through the trade press and using new business insight tools like Upstream, can enable you to find appropriate points to discuss to ensure that your call is relevant to the prospect, and not a nuisance to them.

Social media networks like LinkedIn & Twitter are a wonderful way to get a feel for an individual and their company’s organisational structure (some even list their direct responsibilities within the role!).  Finding out this information will ensure you are ready to make that all important first step to building the relationship with your prospect.

Once on the call, you need to ensure that you grab their attention from the offset. The most important part of the call is the first 30 seconds, the elevator pitch. This is where the contact decides if they’re going to give you their attention or not. A lot of people get the elevator pitch wrong because they do not understand it’s purpose, which is in short a way to generate enough interest to continue the conversation, not to close business. Which leads me to tip #2…

Tip #2: Keep it to a concise intro (to the point and relative to the prospect)

If you manage to adhere to this, you will have caught their attention, and now you can move onto qualifying their situation. This means figuring out whether the prospect needs your product/service, and more importantly, if they can afford it.

This is where identifying what you want to come away from the conversation with before the call is essential to knowing what questions to ask. Try probing the prospect into talking about their situation and existing approach with the use of structured qualifying questions.  Of course, the dream outcome is that they are interested right away, but we are in the business of generating business relationships, and finding out when they might be interested could be far more valuable than forcing someone to take a meeting when they’re not ready.

Tip #3: Your first question should be the least intrusive

You need to remember, your relationship with the prospect is completely cold, and you need to come across consultative and valuable. Your chances of a positive conversation will increase if you start off slow, map out a structure for the call which ultimately leads to the end goal (a follow up call later in the year, or a meeting in the diary, etc.).

Once you have all the information you require, you need to make a judgement call to your next actions, whether that’s getting commitment from the prospect to a further call or meeting. Either way, get that in the diary as soon as you finish the call. Which leads me to my last point…

Tip #4: Send an invite for your next action right away once the call has ended

The biggest mistake I find BDMs make is not setting a specific next action directly following a call. You can seriously increase the business development life cycle by accepting vague sense of commitment from the prospect, e.g. “Give me a call in a couple of months” or “Send over an email with some dates and times”.

To avoid this rabbit hole, just be polite and ask for a specific follow up date and time. If you’ve outlined an apparent reason to speak again, the prospect will not mind. Then it’s just a matter of securing this appointment with an accepted invite, and I emphasize accepted because until the invite has been accepted, it isn’t in your prospects diary, and in a weeks’ time they will probably forget.

Wrapping up

As I hope I’ve made apparent, setting out a clear call map from the offset will allow you to build your relationship with the prospect from the get-go. By following these tips, you can ensure that you have all the necessary information to move this prospect through the business development life cycle successfully.

While business development often gets linked to sales, I would argue that it’s so much more than that. So when it comes to call mapping, an agile, thought out approach can be the difference between traditional sales and truly understanding prospects business objectives in order to connect with the right people when the time comes – ultimately what good business development is all about.

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“This proposal is pretty good, right Bob?”

But that wasn’t the first thing the EVP of Marketing asked me. Before that she’d said… 

Tell me what you think about this presentation Bob.

I had just started a consulting project a few hours earlier, when the animated EVP asked me to look at a presentation she was going to be giving later in the week. So, I took a look at her first slide which was filled with self-absorbing, company-centric, all about me information. Then, I looked at her second slide. Her third slide. Her fourth slide. All the way up to her 34th slide which were just more of the same. I immediately had a flashback to a similar and equally awkward situation I found myself in my distant past.

Not surprisingly, the presentation slides were a precursor to a proposal which I also had an opportunity to review sometime later. That’s when the, “This proposal is pretty good, right Bob?” question got asked.

For the life of me, I have a difficult time understanding why people just don’t realize, that a client or prospect doesn’t really care about your first 15 slides in a presentation, or your first 10 pages in a proposal that talk about how great you are.

OK, get ready. Here it comes…your client or prospect only cares about what’s important to them, not you. They could care less about how and when your company was founded, how many awards you’ve accumulated, or what color socks your CEO wears in meetings.

Sure, all that stuff is important to establish your credentials and credibility. (Well, maybe not so much the color of the CEO’s socks.) But, there is other, more customer-centric and subtle ways to convey that information. And if you can weave them into a story that relates to a problem the client or prospect has, it can be a strong way to enhance your credibility.

But Bob, it’s not always possible to do those things.

Of course it’s not. And in some businesses, it’s not only inappropriate; you can be penalized or even excluded from the vetting process, for not adhering to protocol. Templated Requests for Information and Proposal formats also usually don’t leave much room for self-expression, storytelling or deviation.

But, in my experience, the majority of B2B clients and prospects are flexible about what you’re proposing, and you can pretty much bet they’d appreciate being educated, informed and yes, even entertained to some extent, with a well-thought-out and easy-to-read proposal. Especially if what you’re telling them helps to solve a problem that’s keeping them up at night. Think about it. How many times have you had to read through page, after page of extremely detailed, pretentious, me-too, aren’t we wonderful, here’s what we will do for you, pseudo-knowledge droppings types of proposals?

To that point, as illustrated by my illustrator, cartoonist friend Bot Roda

Proposals are like presentations. They need to be engaging.

But, unlike a presentation, you won’t be there to tell your story. To make eye contact. To see how your audience (the reader) is reacting to the delivery of your words and your proposal.

So it becomes even more important to make the proposal memorable, in a good way. Assuming, of course, you can actually address the problems your reader is facing and provide quantifiable value while doing it.

So, here are a few tips.

  1. Think of your proposal as a magazine or online article. Make it readable and informative, with attention-getting “teaser” headings and subheadings to entice the reader. Make it something your audience not only believes, but something they want to read and, importantly, share with their colleagues.
  2. Use an “opener.” Think of an appropriate way to attract and keep the reader’s attention. Then deliver it in a way that will let them know you understand their problem, while also implying you know how to help them to achieve their objectives and address whatever issues they may be facing. I place the opener immediately after the cover page and use it to set the tone for what follows. For example, I’ve used the following opener on more than one occasion to call attention to a company’s disorganization issues. “Pilot to passengers. I’ve got bad news and good news. The bad news is we’re hopelessly lost. The good news is we’re making great time.” Yes, it is humorous, but it acts to diffuse a serious situation, while simultaneously drawing attention to it. Before deciding to use this particular opener, I had to have an understanding of the environment, the people involved, their personalities, company culture, competitive landscape and the problems they were facing.
  3. Thank you note. I like to put a brief, personal note right after the “opener” to reinforce the message of the opener and how the proposal will address the prospect’s issues. I also use it to express my appreciation for the opportunity to submit a proposal and I sign it (either an original signature or an inserted JPEG signature). Does my signing it make a difference? To me it does for two reasons. First, it means it was the last thing I did after having reviewed the entire document to make certain all the points were addressed. Second, by my signing it, it makes it personal and reflects my commitment to the prospect or client. I’m sure there is research somewhere regarding the best color ink to use when signing a document for memorability. I use blue.
  4. Put the good stuff upfront. Look, nobody has time (or really wants) to read through 47 pages of detailed information about how you’re going to solve their problems. And while that’s definitely important, you need to condense how it’s all going to work in an Executive Summary. Simplifying complex issues is no easy task. But, it’s definitely beneficial for the reader (and you too) when you can do it and do it well.
  5. Include the price. Don’t make your reader flip through the proposal looking for the cost. Give it to them in #4 above and definitely do it while keeping #6 in mind.
  6. Quantify the value. This is the most important part of #5. Quantify the cost in terms of the value benefit your proposal will be delivering. Anything can be quantified, whether its carbon footprint reduction, improved productivity, reduction of particulate matter, the instances of rapid eye movement in dream states in dogs…anything. Whatever it is, just make sure you present it in terms relevant to their problem. Will what you’re proposing help reduce costs? Then give them the projected value of those costs savings over time and compare it to what they’re doing now. Or compare it to competitive offerings. Or, show them the cost savings on a piece-by-piece or a per person basis. Whatever best demonstrates the true value based on their objectives. Ideally, you could create algorithms for your value offering and convert it into an Excel document, so your prospects can enter their specific information to see various calculated outcomes for things such as ROI, Lifetime Value or Lost Opportunity Costs. I created an “Evaluator” that provides a roadmap so prospects can see how well they perform in four key business development areas most businesses have in common. You can email me at and I’ll send it to you, along with an overview on how it works.
  7. Use visuals. It can be a quote, graph, cartoon, link to a video, or a text box (like the one here). Anything that will reinforce your value message throughout the important sections of the proposal at a glance as the reader skims it.
  8. Speaking of quotes. Consider including one from the project manager or team members who will be overseeing the project or program. It can be about their expertise on the subject and experience and how they, and your company, helped other clients facing the same or similar issues. It’ll not only provide an introduction to the person/team, it will also provide a human connection and reinforce credibility. We humans are visual beasts, so if appropriate, include a picture or video of the person, or the team to put a face with the name.
  9. Other stuff. If your proposal will have a fair amount of pages, include a Table of Contents. And if you do include one, make the line items interesting, not just a boring listing about the section and a page number. For instance, if you’re identifying the pages which describe the implementation of the program or project, try something like this..“This is where it all comes together”…………………….pages 8 through 15. You can also do the same thing for #8 above. “Meet the team who will make it happen”……………. pages 16 through 17
  10. Links to reference material. Provide links to relevant articles to reinforce your recommendations. Kinda like I’m doing here with some good articles and tips on proposals by people like Dan Steiner in his article, and of course, Ian Altman’s reality check article.
  11. Addendum. If you’re required (or compelled) to include all your services, company history, and things like case studies, White Papers, related research, detailed employee profiles and other relevant materials, the addendum is a good place for them.
  12. Proofread the damn thing. Frequently, people will use a proposal template where they can just fill-in-the-blanks to save time. Time saving? Yes. Smart? Yes again. But, it could be disastrous. I’ve read proposals which had the previous prospect’s or client’s name in the document. Nothing says, “I’m too busy to really look at what I’m sending you,” more than a boilerplate document which has not been proofread. Take the time to make sure it’s done. Ideally, by someone other than you because you’re too familiar with it and will overlook things. (Using a professional proofreader is best so long as your “style” is understood and not compromised.) If your proposal is not proofread thoroughly and the reader finds typos and errors like the one I described earlier, you can count on one thing. Not getting invited to submit another proposal any time soon…if ever.
  13. But it doesn’t stop there. There’s always the delicate situation of following up. Ideally, you will be notified you’re been awarded the project. However, waiting can be nerve-wracking. So, when and how you follow-up is key. You want to make sure the prospect knows you’re anxious to get started. But don’t want to annoy them in the process. According to Noah J. Goldstein, Robert B. Cialdini and Steven J. Martin, authors of Yes! 50 Scientifically Proven Ways to Be More Persuasive, “Sending a funny, inoffensive cartoon during negotiations can generate higher levels of trust and generate 15 percent higher profits”. There’s also neuroscience behind the reasons as to why it works. Does it work in every situation? Nope. What you do really all depends on the relationship you’ve developed. You just need to do what makes you and your client feel comfortable.
  14. And when you do get the business. If you don’t continue to keep in touch by providing your client with monthly updates, with progress reports linked to the quantified value you said you’d be providing, then you’re leaving money on the table. Monthly summaries will keep you on your toes and provide the foundation for regular client review meetings. It’s also a good time to begin thinking about asking for referrals. Marla Tabaka has some good information about referrals in this article.

Got any proposal tips you’d like to share?

This would be a good place to do it.

Reposted from LinkedIn with permission from Bob Musial, Principal at StreetSmart Business Development. Click here to read more of Bob’s work.

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April’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

Hearst Magazines UK, the publisher of ELLE, Cosmopolitan, Good Housekeeping and Harper’s Bazaar, has appointed Anne-Marie Curtis as Editor-in-Chief of ELLE.

The magazine has also announced the appointment of James Wildman as President and Chief Executive Officer.

Fiona Ross recently resigned as Managing Director of plus-size womenswear retailer Evans, and will be replaced by Anne Secunda, who will also continue in her current role as Managing Director of Evans’ Arcadia Group stablemate, Wallis.

Elizabeth Arnett is leaving her role as head of corporate affairs at Irish Water to join Ulster Bank in as Head of Corporate Affairs & Communications.

Diageo has snapped up Carat’s global digital director Jerry Daykin to become its first Head of Digital Media Partnerships, a role that will call on his former ties to FMCG business Mondelez International.

Andrew Crawley, current Chief Executive of IAG Cargo, is to become Chief Executive of Avios Group Ltd, with immediate effect. Andrew sits on the IAG management committee, reporting directly into its Chief Executive Willie Walsh.

Design Council’s Chair and Trustees have welcomed Sarah Weir OBE as its new Chief Executive.

Sarah will take Design Council into an exciting new phase, building on its current success and developing new programmes and services.

Lisa Henderson has been appointed Head of Marketing at Manchester Arndale, bringing experience gained from marketing numerous global fashion brands.

Online home shopping group Findel has announced the appointment of Phil Maudsley as Chief Executive with immediate effect.


POKE has promoted Tom Bayliss, its head of client services, to the role of Managing Director, and named Christina Marks, a business leader on some of the agency’s key accounts, as the new Head of Client Services, replacing Bayliss.

Bayliss will take responsibility for the day-to-day running of the agency, and will oversee continued growth of the business, continuing to work with Nick Farnhill, co-founder & CEO of POKE and recently appointed CEO of Publicis London, to focus on the integrated growth and strategic positioning for both businesses, which remain separate entities within Publicis UK.

French Connection has appointed Maryam Farrahi as PR Manager. Maryam was previously Global Press Officer at Cath Kidston.

Neal’s Yard Remedies has promoted Jessica French from PR & Social Media Coordinator to Social Media Manager.


Business owner and former CEO James Phipps takes the Executive Chairman position at leading Vodafone B2B dealer, while former Vodafone commercial marketing director for enterprise Peter Boucher has been appointed as the new CEO.

British contemporary fashion brand Whistles has announced the appointment of Sadie Watts as Global Head of PR. Sadie was most recently Communications Director at Tommy Hilfiger and formerly Head of UK PR at Paul Smith. Sadie can be contacted for interview requests with CEO Jane Shepherdson as well as brand enquiries.

WiggleCRC has appointed Will Kernan to lead the recently merged online retailer of cycling and tri sports equipment as Group CEO. He succeeds Stefan Barden as Chief Executive.

Yo! Sushi has appointed former BA marketer and BBH Sport executive Luisa Fernandez to run the Japanese restaurant chain’s marketing department as Marketing Director.

Tesco Mobile have reshuffled at the very top of the company with Chief Executive Anthony Vollmer replaced by Claire Lorains. Lorains will start her new role on 2 May 2017.

Asthma UK has appointed Graham Kelly as its new Director of Fundraising, effective as of 24th April.

Wasserman has appointed Jade Garrow Newport as a Business Director to its experience division. The former Head of Marketing at Miss Selfridge, part of Arcadia Group, will focus on nurturing senior client relationships with a specific focus on the agency’s Bacardi account.

L.K.Bennett has appointed Jess Beck as Senior Marketing Manager. Jess was previously Senior Marketing and Events Manager at

Wagamama has appointed Jane Holbrook and the brands new Cheif Executive of the pan-Asian restaurant chain. The former Flair exec will be joining the Richmond based business on Aril 24th.

Bandai UK has named Nic Aldridge its new General Manager.

Meanwhile, Clive Smith will be stepping into the role of Managing Director while Tess Parsons-Broome has recently been promoted to the new position of Marketing Manager.

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March’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

ExCeL London has promoted Lucy Merritt to the role of Head of Marketing ahead of what is expected to be the venue’s busiest year to date. Boosting the venue’s conference and events team, Merritt will take on new responsibilities, including digital marketing, CSR and corporate communications.

Coffee chain Costa has appointed Thrive PR’s Esme Knight as Corporate Communications Manager. Knight takes responsibility for corporate communications, policy development, and crisis and issues management within Costa’s comms team.

Sophie Marshall has been appointed Senior Global PR Manager at Warehouse. Sophie was previously at BPCM as Account Director.

Publicis UK

Publicis UK has promoted Publicis London chief executive Karen Buchanan to the newly created role of Chairman of Publicis London and Chief Client Development at Publicis UK, while co-founder and chief executive of Poke Nick Farnhill will take on her previous responsibilities at the London shop.

Dom Boyd has also been appointed as Chief Strategy Officer in a bid to strengthen the company’s strategic offering.

Thames Water has poached SSE’s head of finance Brandon Rennet to replace CFO Stuart Siddall who is to retire next year.

Accountant Rennet, who has worked in the power sector for 14 years, will take over as the water company’s Finance Chief in March 2017.

Tesco has hired Mindshare’s veteran chief client officer Nick Ashley to be the supermarket’s first Head of Media.

Ashley will report to group brand director Michelle McEttrick and have responsibility for Tesco’s media across brand, food, mobile, bank and general merchandise.

Mothercare has hired Monsoon Accessorize’s international director Kevin Rusling, who will join the business in March next year.

Kevin Rusling will take over responsibility for its international business as Chief Executive.

Mindshare has promoted chief commercial officer Joanna Lyall to be the media agency’s first UK Managing Director in four years.

The WPP agency said it has brought back the managing director role to bring together individual teams that have been launched over the past year, including Fast, Purpose and Grow.

Accolade Wines has confirmed that Adrian McKeon will return to wine as the Accolade Wines UK & Ireland General Manager. 

Wagamama has appointed Emma Woods as Customer Director.

Starting at the company in April, Woods will join the Executive Team and report directly to wagamama CEO, David Campbell.

Lego announced that Marina Edwards will join as VP & General Manager of UK & Ireland.

The Football Association (FA) has recently announced the appointment of Marzena Bogdanowicz as its new Head of Marketing and Commercial for women’s football.

The appointment coincides with The FA’s launch of their new women’s football strategy ‘The Gameplan for Growth’. The strategy outlined The FA’s approach to its three core goals for the women’s and girl’s game by 2020: to double participation, double the fanbase and achieve consistent success on the world stage.

Amaze, the digital marketing, technology and commerce specialists, have confirmed Alex Comyn in the post of Chief Strategy Officer, helping to marry data intelligence and experience design within the company.


Satellite navigation specialist Garmin has hired two new marketing executives at its UK headquarters in Southampton.

Chrissy Winchcombe joins the company as Marketing Executive for marine, fitness and wellness, while Katie Harrison is now the Marketing Executive for outdoor and golf.

Luxury tailor-made tour operator, Carrier, has announced the appointment of Mark Duguid as its new Managing Director. Based at the company’s headquarters in Cheadle, Cheshire, Mark will join the company at the beginning of April, taking the helm from Steve Kimber who is retiring after a successful six and a half years with the company.

Sir Philip Green’s fashion chain, Topshop, is losing its trailblazing managing director Mary Homer to The White Company.

Mary Homer helped make the retailer into a global brand that constantly managed to lead fashion on the High Street.

Wiggle has poached the White Company chief executive Will Kernan as Group Chief Executive, replacing Stefan Barden at the helm.

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Straight Talking Takeaways: E3 Top 10 Tips for Successful Biz Dev

In the second instalment of our Straight Talking series, Upfront welcomed an array of representatives from a diverse cross-section of agencies to hear two fantastic speakers discuss the importance of a joined-up approach to business development, marketing and communications.

One of the day’s speakers – Miranda Glover from e3, showed us how the process of selling has changed; presenting some wonderful, working examples of ways agencies can develop a robust business development strategy.

Here are Miranda’s top 10 tips for selling your business through a truly immersive programme of live and digital.

1. Show don’t tell

Sell a story not a process. Ensure your marketing collateral embodies your message. It should be user-centred and focus on impact. Turn your case studies into relevant content marketing collateral that focuses on the solution for the client.

2. Inspire innovation

Credential presentations are so last century! Instead, think to offer potential clients a sample of activity that shows you at work and opens their eyes to new ways of thinking and doing. Consider offering focused sessions on digital trends aligned to core client challenges that show don’t tell.

3. Dare to be different

Be clear about your offer and your differentiation in market but also about where it fits into an organisation, culture or process. Don’t be afraid to be niche and noisy – the lead agency rostra doesn’t always support innovation models and big brands can benefit by using independent thinkers and smaller independent agencies.

4. Contextualise culture

Contextualise your offer within the wider business and economic culture of the moment – at e3, we help clients keep pace with consumers to encourage growth because consumer behaviour is changing faster than business culture, meaning it is very easy for companies to fall behind. Highlight the pain point in their industry and offers definable solutions to help them keep pace.

5. Don’t be afraid to be niche

Listen. Become a trusted advisor. Do your homework. Know your stuff. All of these elements helps to garner trust and prepare you to go to meetings and get straight to a real conversation.

6. Utilise your talent

Look inside at the talents you have within your business and exploit them. It’s good for your business culture, good for your employee satisfaction and extends your reach and opportunity. People work with people, so they want to know the expertise within your team.

7. Find your voice

Tone of voice is often hard to define. What should you tone be? Intelligent yet personable, engaging yet consultative, open yet intriguing? When people read your comms they should know that they come from you.

8. Glean genuine insight

We collaborate with brands directly through our thought leadership programme (e.g. live events and online papers) to capture the latest insights and show our expertise through real time trend analysis and problem solving. Then it’s all about delivering great content, capturing insights, sharing knowledge, and being open and generous to gain trust.

9. Make the right kind of influence with the right partners

e3 works hard to keep the right company – both with regard to our clients, our supplier partners and the influencers from inside and outside of our industry. Playing with the right partners not only amplifies but helps to position your brand – and helps you shape a bigger, bolder, better future for your clients.

10. Fame

Make yourself known. With all of the above elements interplaying, you need to ensure you are reaching your audience. As agencies working on behalf of our clients, we need to understand our audiences and we need to speak their language. Here at e3 we work with a fame agency to help us gain share of voice.

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Straight Talking with Tonic and e3 – Event Takeaways

Yesterday Upfront welcomed a fantastic array of representatives from a diverse cross-section of agencies to hear two fantastic speakers discuss the importance of a joined-up approach to business development, marketing and communications.

In a packed room at The Zetter Townhouse, we were treated to talks from Tonic founder Kerry O’Connor and e3 Business Director Miranda Glover. The day’s presentations were moderated by our very own Guy Edwards, Director of New Business at Upfront.

Kerry’s presentation highlighted the consequences of not aligning an agency’s marketing and new business teams, and spoiler alert: it doesn’t end well! She then gave us insightful tips on the process, talent and resources required to implement a successful new business and marketing strategy.

Miranda followed with a wonderful, working example of how e3 is moving into a new business culture. Taking David Bowie as her inspiration, Miranda delivered a rousing demonstration of how e3 have developed a strategy, much like the one described in Kerry’s previous message.

One thing that really stood out as key, in both presentations, is the need to make new business part of the agency culture and having the right people, in the right roles, to maximise their potential and drive new business:

In Kerry’s words: “your team has to buy into the [new business] process for it to really work. Embed New Business in culture and encourage people to get involved.”

This was echoed in Miranda’s talk, as she encourages agencies to “look at the talents you have within your agency and exploit them! It’s good for your business culture, and good for your employee satisfaction.”

Both presentations were packed full of insight, and we will be posting a full breakdown of the top-tips from both, very soon.

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February’s Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

Co-op Group

The Co-op Group announced this month that Richard Pennycook is to step down as Group CEO and will be succeeded by Steve Murrells, currently CEO of the Co-op’s food business.

This announcement is part of transition arrangements for the Group as it prepares to move from the successful Rebuild phase of its turnaround to the Renewal phase.

Net-A-Porter has announced the appointment of new Global Marketing and Communications Director Dana Gers.

Gers joins the online fashion group from a six-year stint as senior vice president of global marketing at Jimmy Choo.

She will start the newly created position in mid-April and lead Net-A-Porter’s brand communication strategy, ensuring customer acquisition and retention, as well as driving sales.

Liverpool FC’s commercial director, Billy Hogan, has been promoted to Chief Commercial Officer and Managing Director as the club’s chief executive, Ian Ayre, will leave at the end of the month.

Hogan’s additional duties as managing director will now see him take up the responsibility for the management of the club’s marketing and digital media departments.

Additionally, Michael Edwards has been promoted into one of the most powerful roles at Liverpool Football Club – the newly-created position of Sporting Director.

Ghada Idrissi joins Inmarsat as Market and Competitor Strategy Manager. He will be responsible for developing and disseminating global government user demand trends, global market data, and relevant competitors to define Inmarsat’s strategy.

Ogilvy PR London announces the appointment of Anna Burns as Head of New Business and Marketing.

Georgina Lewis has been named as the new Head of Marketing at the Football Association (FA), the governing body of English soccer. Lewis will assume the role full-time on 27th February.

Peugeot UK

Kerry Livesey has been appointed PR Manager. Reporting to James Parfett, who took over as Head of Communications for PEUGEOT in January 2017, Kerry has over three years of experience within the PSA Group, having started as a graduate trainee in 2013.

James Parfett will assume the role of Head of Communications, the brand recently announced.

Jill Easterbrook, the former top marketer and chief transformation officer at Tesco, has joined clothing brand Boden as Chief Executive.

Dara McMahon, who heads up the NewBrands Ireland representative body for national and regional newspapers, has been appointed as Aer Lingus Marketing Manager.

UNICEF UK promoted Isobel Dumont to Head of Direct Marketing this month, from Director Marketing Manager – Acquisition. In addition, Louise Lane was promoted to Director of Fundraising Strategy & Knowledge.

Christos Angelides will become Chief Executive Officer of U.K. fashion chain Reiss Ltd., spurning an offer to run Marks & Spencer Group Plc’s struggling clothing division.

Angelides, 53, will succeed the retailer’s 73-year-old founder David Reiss. The move is part of a “planned succession,” Reiss said Monday.

Mamas & Papas has hired Neil Sumner to lead its ecommerce and marketing teams as well as oversee the maternity and nursery chain’s digital strategy as Global Digital Director.


Eleanor Orebi Gann has been appointed as the new Director – Collaboration, working within the Visa Innovation and Strategic Partnerships team, Eleanor leads design-thinking engagement and workshops with Visa clients to create new commerce and payment solutions.

John Roberts, the man who founded online electrical retailer AO World after a bet in a pub, has announced he is stepping down as chief executive after 17 years with the company.

The AO World Founder will retain a new role on the board- as Founder, Executive Director – and will be succeeded as Chief Executive by Steve Caunce, currently chief operating officer.

Phil Lynch has joined Manchester United as the Chief Executive Officer of Media, where he will be responsible for overseeing the club’s digital media strategy, as well as the management and operations of MUTV (including the new MUTV app, available in 165 countries around the world), the creation and editorial oversight of the club’s official match day programme and monthly magazines, as well as the club’s digital media partnerships and direct-to-consumer products.

The wildlife charity WWF-UK has appointed former Save the Children fundraising director Tanya Steele as its new Chief Executive, replacing David Nussbaum, who is leaving after nine and a half years.

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Business Development Benchmarking Report 2017

With over 25,000 agencies in the UK, the competition is fierce and the pressure is on business development to deliver. To keep ahead, you always need to be on the lookout for new ways to improve.

For even the most successful Business Developers it’s hard to know if you’ve got it quite right – which is why Upstream surveyed top UK agencies to find out how they go about their prospecting and pitching, to bring you our Biz Dev Benchmarking Report 2017.

Prospecting can be a painful process, so it’s no surprise our survey found that 25% of agencies outsource their prospecting. The Biz Dev Benchmarking Report will lay out what companies are doing, and how big and small agencies go about their prospecting. It might surprise you to find that over half of agencies who outsource their prospecting have a turnover under £5million.

No matter how successful you’ve been generating leads and opportunities, you absolutely have to deliver in the pitch to ensure Business Development success. A study by The Drum found that clients underestimate agency pitch costs by 41% with very few expecting the client to have to pay for this; find out in the Biz Dev Benchmarking Report how agencies are dealing with this…

The report also delves into how some agencies are standing out with innovative prospecting, creative approaches to pitches and strategic investments in the process.

You can download the full report here. Or for a quick summary, take a look at our infographic below…

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You Can’t Pause Business Development

A client recently asked to put our Business Development programme on pause. Whilst the rationale was understandable – we had just helped them win a client and they needed to deliver on this – the expectation that you can pause business development and pick it up a few months later is quixotic.

The reasons for wanting to put Business Development ‘on hold’ are often down to resource constraints; either time of the senior team, or money. Cutting investment in Business Development can appear an easy option. However, Business Development waits for no-one and, in a matter of weeks, a programme can completely lose all momentum and opportunities can be missed.

Too busy with existing client work

As a Business Development agency, we are often the victims of our own success when a client wants to put our activity on hold so they can focus on delivering on recent wins. Whilst it’s important to not let your delivery slip, this is exactly the time you should be focusing on Business Development. You are at your best when you are confident and have plenty of exciting current work to talk about.

You also need to allow for the inevitable lead times of winning new work. Otherwise when your current projects come to an end, you are left wondering where your next work is going to come from and desperately re-prioritising Business Development and making up for lost time.

Business Development is an investment in future growth

Before starting a Business Development programme you need to be aware of the investment and commitment that is required. It takes months to build awareness, engagement and carefully nurture relationships with prospective clients.

Typically it can take 6 months for a programme to mature and your pipeline to really start taking shape – and it takes even longer before you start to see a return. The results can help take your business to the next level, but you need to make sure you are prepared for the long haul and can afford to sustain this.

So why not just pause, whilst I get things right?

Successful Business Development requires persistency and lots of follow up. It takes time to really get a grasp of a company, the decision makers involved and current agency arrangements. And often months to get to a position where you are being considered for future work.

No matter how good a job you have done getting on the radar with a prospect, if you don’t follow up when you said you would, you are likely to miss out on any future opportunities. We have heard far too many times of work going elsewhere because an agency wasn’t top of mind – and it’s very rare a prospect will ever contact you, even if they rate you highly.

Important to carefully manage your CRM

Business Development is judged based on your visible pipeline, RFP’s, briefs and appointments. Yet, a good Business Development programme will always have so much more going on beyond this. There will be hot prospects where an opportunity is imminent and warm keep in touch contacts where you have built trust and confidence, who will have you in mind for when the timing is right.

Each prospect will expect you to maintain effective and proactive contact to keep them informed and provide advice and insight, as well as responding to any requests they may have for further information. If you can’t get this right when you are prospecting for their business, what would you be like as a supplier?

How do I ensure long term success?

To ensure Business Development success, follow up activity needs to happen on a daily basis. Every day our Business Developers are calling, emailing and following up prospects, just as they agreed they would. This takes a lot of time and effort, but must be adhered to for you to maintain the relationships you have worked hard to establish and allow you to shape your role within any future opportunities.

If you have given Business Development a fair period of time and it’s not providing any tangible return, then it may be time to stop and review what you are doing. Before making a decision you should measure reach, engagement and warmth to understand what has been achieved through your activity and what prospects are likely to represent good opportunities in the future.

Business Development should be strategic, and long term it should help you get towards working with the clients you want to. It is difficult to get right and takes a time and investment before you will start seeing a steady flowing pipeline. If you are already seeing signs of success with wins or opportunities coming through, then find ways to build on it, as you just cannot ‘pause’ a programme and come back to it expecting to continue where you left off. And if you do get it right, it can be a game changer.

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January’s Marketing Movers and Shakers

Working in Business Development, it’s hard to keep track of all the changes and the latest Movers and Shakers so here is a summary of the latest company news and exciting new appointments that we recommend you keep an eye on:

John Lewis

The UK upmarket department store has promoted Paula Nickolds to be the first female Managing Director in the department store group’s 152-year history. Nickolds, 43, will take over from Andy Street in January.

Nickolds takes over at a tricky period for the department store, where profits slumped 31% to £32m in the first half of this year as it struggled to adapt to the shift to online shopping.

She will have to help increase morale and find a way to maintain the group’s quality and service credentials while cutting costs, particularly in stores where sales are falling. Nickolds may also have to consider pruning new store developments and finding new uses for store space that is no longer needed.

ITV bolsters creative leadership with new senior appointments in ITV Network and ITV Studios. Rosemary Newell will become ITV’s Head of Digital Channels and Acquisitions, replacing Angela Jain as she moves to ITV’s production business as Managing Director of ITV Studios Entertainment.

Deliveroo has appointed former Amazon marketer Jamie Swango as its first UK Marketing Director. She’s joined the three-year-old restaurant delivery company earlier this month from her previous role as Head of Marketing for Amazon’s one hour delivery offering, Prime Now. She will be responsible for leading consumer, restaurant, and rider marketing in the UK and Ireland.

Aveva Group, a provider of engineering data and design IT systems, has confirmed the appointment of former deputy chief executive James Kidd as Chief Executive from 1 January.

He will be replacing Richard Longdon who has stepped down from his role as chief executive and director of the company from 31 December 2016.

Brien Winther, the current president of Pandora Australia & New Zealand, will be the new Managing Director of Pandora in the UK. Pandora believe Brien Winther’s leadership skills and passion for people development make him the right person to lead its British Isles team and retail partners as it aims to develop its business.

MSC Cruises has appointed Thomas Cook’s Andrea Stafford as Head of Retail. Stafford, who was a regional manager for Cook, will begin her new role on 3 January. Her main responsibilities in the newly created role will include managing the newly formed team of regional sales managers and developing the multiple and consortia relationships for MSC Cruises in the UK.

Lakeland has appointed BP’s Catherine Nunn to succeed Sam Rayner as the company’s new Managing Director as of January 1. Nunn will be the first person outside the Rayner family to run the business. She will take on the kitchen accessories specialist’s ambitions for international growth as well as its continued progress on home soil, while Sam Rayner steps up to become company chairman.

“Great strides have been made to expand the company into a broader market and I am confident that my experience will help Lakeland to reach an even wider customer base” says Nunn.


One of the UK’s leading independent energy providers OVO have announced two senior appointments to build the company’s award-winning brand and drive its ambitious growth plans. Adam Rostom joins the company as Chief Marketing Officer and Katie Thompson has been appointed as Communications Director.

Rostom will focus on elevating OVO’s brand, growing awareness of its unique customer proposition to bring energy into the 21st century through innovative products and a seamless digital experience.

Their arrival comes as OVO received international recognition for its success in building a powerful and trusted brand, with a focus on putting customers first. In September, the company received the prestigious ‘World’s Best Energy Brand’ award at CHARGE, the world’s first energy branding conference that took place in Reykjavik, Iceland.

The Internet Advertising Bureau UK’s (IAB UK) Chief Operating Officer Jon Mew will succeed Guy Phillipson as CEO from 13 January.

Mew has worked at the IAB for eight years, joining as its first head of mobile, before becoming director of mobile and operations, which involved merging mobile into the core part of the business. He was promoted to chief operating officer in September 2014.

Mew spoke to Campaign earlier this month, saying that his priorities would be “reasserting positivity around digital” and “better involving brands and agencies.”

Nickelodeon UK & Ireland has appointed Virginia Monaghan, formerly head of the marketing, press and creative teams across both MTV and Comedy Central, to a similar role at the children’s network. Monaghan will begin her new position on 9 January.

Kia Motors (UK) Ltd

Kia has appointed Steve Hicks as Sales Director, who was previously Regional Director for Nissan. Hicks will oversee all sales channels including retail, fleet and new and used cars through the Kia dealer network. He will also contribute to the development of the company as a member of the executive board and report to commercial director, Simon Hetherington.

Dave King is to leave Telegraph Media Group after 12 years to become UK Managing Director of Exterion Media, starting his position 23 January. He replaces Jason Cotterrell, who moves to the newly created role of group development director at the out-of-home company.

Thea Rogers has become Deliveroo’s PR Chief, while the food delivery business will appoint new consumer and corporate agencies after ending work with Havas PR since October of last year. Deliveroo will reportedly be announcing their new consumer PR agency in the coming weeks.

Yoox Net-A-Porter

The group has appointed Deborah Lee as its new Chief People Officer.

Starting her new role in January, Lee will be responsible for defining the HR vision of the company – which owns online retailers Net-A-Porter, Yoox and Mr Porter – through culture, leadership and management strategies.

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