Episode 190

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Figuring out which prospects align with your sweet spot and then doing the work necessary to earn their business are the difficult tasks of agency ownership. It starts with understanding what your sweet spot is. Who do you serve best? Where do you have a specialized knowledge that gives you a competitive edge?

As you have heard me say time and time again, for most agencies, being a general practitioner is neither desirable nor practical. It’s tough to compete on anything but the price when you look, sound and act the same as all of the other agencies out there. The brain surgeon is always more sought after and gets paid more than a general practitioner does.

That’s why I talk so often about positioning your agency. It’s how you find the right clients and focus on the right activities to attract and best serve those clients.

In this solocast, I spell out some of the options you could consider as you think about how to niche your agency. I walk you through the steps to take and areas on which to focus so that you can position your agency as a standout leader in whatever niches you are best suited to serve.
How do you discover your sweet spot clients? How do you hone in on your point of view? How do you demonstrate subject matter expertise that will win the business? In this episode, you’ll get some answers and perhaps come away with a few questions to ask yourself and your team as you move towards that goal.

What You Will Learn in this Episode:

  • The importance of defining who you serve and whom you don’t serve
  • The 4 ways to think about niches
  • Ways to narrow your niches
  • How to position your agency by solving a particular problem
  • Why POV is so important in positioning your agency
  • How POV helps you stand out and focus on activities with the highest payoff
  • Why you must not only claim but also demonstrate subject matter expertise
  • Why walking away from a big bag of money is sometimes the right call

The Golden Nuggets:

“If there is a way for you to be a specialist, be a specialist. It will help you grow your agency, will help you with recruiting and will make a difference to the bottom line.” – @DrewMcLellan Share on X “POV is crucial. What is your point of view as an agency? What is it that you believe is unique and that you bring to your niche clients?” – @DrewMcLellan Share on X “Positioning your agency is an evolution, not a revolution.” – @DrewMcLellan Share on X “You don’t have to be chasing after 100 new clients. Your biz dev goals can be a lot more manageable than that.” – @DrewMcLellan Share on X

Drew McLellan is the CEO at Agency Management Institute. He has also owned and operated his own agency since 1995 and is still actively running the agency today. Drew’s unique vantage point as being both an agency owner and working with 250+ small- to mid-size agencies throughout the year gives him a unique perspective on running an agency today.

AMI works with agency owners by:

  • Leading agency owner peer groups
  • Offering workshops for owners and their leadership teams
  • Offering AE Bootcamps
  • Conducting individual agency owner coaching
  • Doing on-site consulting
  • Offering online courses in agency new business and account service

Because he works with those 250+ agencies every year — Drew has the unique opportunity to see the patterns and the habits (both good and bad) that happen over and over again. He has also written two books and been featured in The New York Times, Forbes, Entrepreneur Magazine, and Fortune Small Business. The Wall Street Journal called his blog “One of 10 blogs every entrepreneur should read.”

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Ways to contact Drew McLellan:

Speaker 1: Are you tired of feeling like the lonely lighthouse keeper as you run your agency? Welcome to the Agency Management Institute Community, where you’ll learn how to grow and scale your business, attract and retain the best talent, make more money and keep more of what you make. The Build A Better Agency podcast is now in our third year of sharing insights and help small to mid-sized agencies survive and thrive in today’s market. Bringing his 25 plus years of experience as both an agency, owner and agency consultant. Please welcome your host, Drew McLellan.

 
Drew McLellan: Hey, everybody Drew McLellan here with another episode of Build A Better Agency. Like it or not, this is one of my solo casts, so I have no guests with me today. I am on my own, ready just to whisper in your ear about something that we’ve talked about many times before tangentially, but I really want to just dive right into it in this episode and really get you thinking about how you’re positioning your agency. But first, before we do that, I have just a couple things that I want to remind you about. And a couple of announcements I want to make. I promise I will make them quick. So the first one is just a reminder that every month we are going to be giving away a seat in one of our trainings. So, you can choose one of our live workshops, or you can choose one of our on demand courses.

 
  Either way every week … Every week, sorry, I lied every month we’re going to be giving away one seat to one of those workshops. And the way you get into the drawing for that is by leaving us a review on the podcast. I don’t care where you leave it. I don’t care if it’s on iTunes or Stitcher or Google or wherever you happen to access the podcast. But I will say this, I need you to send me an email and send me a screenshot of the review that you left. So, if you’ve already left a review and you haven’t sent me an email, please go ahead and do that. Take a screenshot and send me an email drewatagencymanagementinstute.com because quite honestly, it’s really difficult to figure out who fuzzyboots311 is when we read the reviews. A lot of you, your handles or your screen names don’t necessarily match your agency or your name and trying to find you has been really challenging.

 
  So, if you’ve already left a rating and review and you want to be put in the drawing, go grab a screenshot, send it to me. If you have not left us a rating and review, please do that. Even if you don’t want to win the contest, I would really appreciate it if you did that. It’s how folks find us. It’s how we show up on the search engines, all of those important things, but this month’s winner is Nick Heckman. So Nick, I’m going to be reaching out to you and letting you know by email that you won and offering you an option of a seat in one of our live workshops or our on demand courses. So, thanks for the great review and congratulations. A couple of other things. We have built an assessment that will help you figure out where, as an agency owner, you should be focused on and spending your time.

 
  So, if you go to agencymanagementinstitute.com/assessment, you will find the assessment there. It’ll take you about six minutes to answer the questions, and then you will immediately get your results and you will also get those results by email. And what we’re going to do as we get more people to participate in the assessment is we’re going to start giving you some comparison, some comparative data to show you where your agency is showing up versus other agencies that are taking the assessments. So, please go do that. Hopefully that’ll be super helpful for you. All right. So, that’s it for my announcements. So, what I want to talk about today is this idea of how do you position your agency? How do you niche your agency? How do you define your agency? It fascinates me that we do this for clients every single day, and yet is so hard for us to do it for ourselves.

 
  And so I’m going to walk you through the core elements that are a part of sort of niching your agency, just to get your brain kind of cooking. I can’t tell you the answer, but I can tell you what the answer will look like. So, first of all, I want to remind all of you that I am not a proponent of an agency going all in for one vertical, unless that vertical is very dense and very recession proof. I saw a lot of agencies during the last recession who had specialized in, for example, home building and home building products that either went out of business or were knocked to their knees during the recession. So, I am a huge advocate of not sitting on a one legged stool. I know there are other folks out there who push for that. And I understand from a philosophical perspective, why that would be awesome and easier, but from a practical, like you want to keep paying your mortgage point of view.

 
  I do not think it’s a good idea. I do not think it’s a best practice. So, I am a huge advocate of the three or four legged stool. And what I mean by that is two or three niches. And then all of you are going to have what I think of as the kitchen junk drawer, which are clients that you’ve had forever, that don’t fit your niches, but they’re profitable. They’re a legacy client and you’re not going to make them go away just because they don’t fit the new model of you, or maybe you will, but not in the beginning. And by the way, that’s another great point. As you begin to define your niches, and as you start to really develop content and biz dev efforts around those niches, this is not a snap your finger and things change. This is an evolution, not a revolution.

 
  So, you’re not going to fire all your clients. You’re not going to fire all your employees who don’t have subject matter expertise in whatever niche you decide to serve. You are going to grow the agency and keep kind of course correcting the agency to get it into the right niches. So, let’s talk a little bit about that. So again, three or four legged stool, I want you to have two to three niches and that have some sort of connective tissue between them. And I’ll talk about that in a minute, but first let’s talk about the kinds of ways that you can niche or define who your agency is about. And remember that a lot of this, when you’re doing this and many of you give this speech to your clients, so it’s not new to you, when you define who you are all about, who you serve, you are also defining, and in some ways I think it’s more important, who you don’t serve, who you are not a good fit for.

 
  And understanding that and really thinking through who can we delight every single day is a critical element to your agency’s sustainability and scalability. So, there’s a couple of things I want you to do before we get into what your legs of the stool are or what those niches look like. The first thing I want you to do is I want you to go to the show notes and I want you to download the Sweet Spot Client Filter. I want you to go through that exercise that we have put together that will help you define what your ideal client looks like. This may or may not be about a niche, but it’s certainly going to help you define who you love to serve, the size of businesses, how they’re constructed, your point of contact, how large they are, what their billings are, what their geography is, all of those sorts of things.

 
  So, do that. And then what I want you also to do is I want you to think about, and this is a difficult question to answer, I want you to think about how sophisticated a client is best suited for your agency. And what I mean by that is there are some clients who don’t understand marketing at all, who really are at a very rudimentary level. So, we’re going to call them a sophistication level of a zero or one. And then there are other clients who are big, robust machines that have very sophisticated, very smart directors of marketing or VPs of marketing and sales that have a very high and very savvy sophistication level in terms of understanding marketing and data and sales. And every agency, somewhere on the scale of one to 10, there’s a range of those clients that your agency is best suited to serve.

 
  Many agencies understand sort of the lower level. We really can’t work with somebody who doesn’t have at least some basic knowledge or who has never worked with an agency before or whatever. So, we want somebody who’s at least a three or a four on the sophistication level, but oftentimes what we do not do is we don’t set the ceiling for that. And in fact, many times we chase after, because it’s a big brand, a big budget, a big name, a recognizable name. We chase after clients who sophistication level is so high that we’re going to have to chase our tail off to make them happy. And honestly, I don’t think that’s good business. You want to have clients that not only are your sweet spot in terms of their size and what they do, but also in their sophistication level. So, you might say, you know what, we want to be somewhere between a four and a seven.

 
  And here’s what that looks like. Here’s how I can define that sophistication level in terms of what they have internally, what they’ve done in the past, or, you know what, it may be that you have a bunch of PhDs on your staff and that you guys crunch data like nobody’s business. And you only want clients that are an eight, nine or 10 on the sophistication level. I don’t really care what your number is. What I care is that you have a number and that you’re mindful of it as you go out prospecting. And you’re mindful of it when people come in the door through referrals or however they’re going to come in. I want you to be thinking about not only do they fit our Sweet Spot Client Filter, and by the way, at the end of that exercise, you’re going to make it a little criteria or a checklist that you can grade every prospect against to see if they really are an ideal client for you.

 
  And where do they fall in this sophisticated level? So, once you’ve done those two things, now we can start thinking about niches. And I want you to think about niches in four different ways. The first kind of niche that some agencies gravitate to is really a geographic niche. And so that’s a, we live in Washington State and we understand Washington State better than anybody else. And so if somebody is a Washington State based business, where somebody wants to bring a business into Washington State, and by the way, it doesn’t have to be a State, it could be a city. Then that’s our niche. We are born and bred here. We understand it. And we can speak the language that is this geography. That is different than having no specificity at all about what you do. So, a generalist agency literally is we will serve any butcher, baker or candlestick maker.

 
  I am the general practitioner in the medicine world. I am not the brain surgeon. I think if you’re going to claim a geography as a niche, you have to figure out what it is you know or can do, the connections you have, whatever it may be that actually makes you the brain surgeon version of that. So, this is not a, I want to be a generalist and only serve a local market. To me, that’s no niche at all, which by the way, is a fine choice. I’m not saying that you shouldn’t or can’t choose that. For some of you that makes sense. But for most of you, what that means is on the scale of desirability, on the scale of pricing, you’re going to be at the general practitioner level, not the brain surgeon level. And what I mean by that is no one’s going to drive by six or eight or 10 general practitioner offices to get to you.

 
  They’re going to stop at one of those ones that is more convenient and closer for them. But if they need a brain surgeon, they will drive past a bunch of general practitioners to get to a great brain surgeon. So, this is about how sought after are you, can you transcend the geography that you live in? So, if you either serve the butcher, the baker or the candlestick maker, or you decide that your niche is geographic, then the reality is all of your clients are going to be within a certain radius of your office. For some of you, that’s a great decision to make. I will say that the geography niche really only works if there’s something really unique about the State. So, if the state is … So, as many of you know, I am from Iowa, and I’m going to argue that it is really difficult to say, look, we know Iowa better than anybody else.

 
  If you want to do business in Iowa, if you’re based in Iowa, or if you want to bring your business to Iowa, then we’re the agency for you. There’s just not enough that is so unique or challenging about doing business in my home state to make that a great niche. But for many of you, there is something very unique about your State or your region that you could claim. You also have to look around the office and make sure that actually most of the people in your office can lay claim to that, that they are native sons and daughters of that State or that area, and that they can speak to it with authority. So, that’s niche number one. Niche number two, which is the one everybody thinks about first is an industry or a professional vertical. So, we are a pharma agency. We are a rural health care agency.

 
  We are an agency that serves higher education. We are an ag agency. First of all, all the things I just listed other than maybe rural health systems are too broad. That is not a niche. So, we are a health care agency is not a niche. Every agency on the planet probably has a hospital or a doc in the box office or some sort of medically related client inside their roster. So, if you’re going to pick an industry, either pick a crazy narrow industry that people go, can you really make a living just serving that industry? That would be a way for you to know that it’s narrow enough or you have to sub-select. So, for example, let’s take the healthcare in healthcare. You might be the agency that serves rural health systems, rural not-for-profit health systems. You might be the agency that works with experimental medical devices.

 
  So, again, find a way to narrow, narrow, narrow. So, financial or banking, not a niche. Everybody and their brother has a bank on the roster. So, if a generalist agency can serve them, well, then you have not narrowed your niche far enough. But nonetheless, so for some of you, again, thinking about your three or four legged stool, the three specialty legs of the stool, other than the kitchen junk drawer could be different industries. And ideally they are tangentially related. So, for example, we do pharma for women over 50. We do urban health systems in distressed markets. We do medical devices for women over 50. And you can see how those three things are tangentially related. They have some connective tissue between them, where you could be able to talk about your authority position in a broad enough way that it would cover all three of those.

 
  And you can also narrow down into any of the three. So, that’s the second option for your niching. The third option for your niching is, and this is another place that several of you, or many of you sort of lean into and that’s the deliverable or service. So, we are a crisis communications agency. We are a content agency. We’re a storytelling agency. We’re a web dev shop. We are on SEO, SEM shop. Whatever that may be. The challenge with that is that odds are you picked it because it was something that you had grown up doing in the business, you have a subject matter expertise in it and you know it’s in demand. The challenge though, is that even if it’s something that most agencies don’t do today, much like content used to be much like SEO used to be, odds are agencies are going to gravitate towards it.

 
  And it’s going to become more of a table stakes offering than something special. So, be really careful if you go down the services or deliverable path, that it really is something that most agencies are not going to embark on or that for some reason they can’t do it well. So, for example, there are several agencies inside the AMI ecosystem that are media planning and buying agencies. And in today’s world, as complicated as that’s gotten, as sophisticated and expensive as the software has gotten, that’s a pretty safe niche, because a lot of agencies are actually abandoning their in-house media buying. And they’re choosing to partner with a media buying and planning shop. So, if you’re going to do that, just make sure that it is something that’s not going to go mainstream and you’re going to lose your point of difference. The fourth way you can define your niche or one of the legs on your stool is that you solve a specific problem.

 
  So, for example, we are an agency that works with companies who have a complex sales system through a dealer network. So, no matter what the product is, you understand the delivery channel, the sales channel, and you help solve that for our clients. Or we are an agency that works with family owned businesses that are in the middle of transition between generations. So, we help them build out their marketing, especially if the brand has been built on the departing family member, the grandfather, the grandmother, whoever it may be and they’re stepping out of the business, we can help rebrand you and make it more of a broad appeal. But we work with family owned businesses. And we understand the nuances of that. Or another example is we work with industries that are highly regulated, where there is a lot of compliance issues, where there are very specific things around packaging and labeling, and that might be around food or cannabis, or it might be community credit unions, whatever it is.

 
  But we understand the complexity of the rules of the game that you have to play by. And so you don’t have to teach us your rules because we understand it. So, if you are solving a specific problem that is sort of industry or product agnostic, but you can really articulate what that problem is and why you are uniquely qualified to help your prospects and your clients solve that problem. That can be a niche as well. So, again, let’s just review those for a second. So, you can be the geographic based subject matter expert. We own this region. We understand it better than anyone else. And if you want to bring business into this region or you are based in this region, we really talk the local language, whatever local means. And so we are able to celebrate all things that are, Missouri or whatever region you’re thinking about or all things [per region], whatever it may be.

 
  And we understand the marketplace. We have connections here that other people can’t have if they are from out of market. We’re locally sort of rooted in this place. And so we can help you with lots of shortcuts and bypasses, and we understand how to talk to this population. So, that’s option number one. Option number two is the most common one, which is an industry or a profession or a particular genre of business. But again, the key to this is you have to narrow the focus. Do not fall into the trap of saying we’re a healthcare agency. You want to define that better. A healthcare agency as a generic agency, you’re a general practitioner. At most agencies can argue that they have enough healthcare in house that they could claim that they have healthcare expertise, but somebody being able to say, look, we understand women 50 plus, we understand how they think about their healthcare.

 
  We understand how they think about the medicines they take. We understand the woes and worries of that audience. And we help pharma companies communicate with them, not only for their own health, but maybe for the health of their family. So, if you’re going to choose an industry, really push yourself to say, how can I make this smaller? Is it geographically based? Is it size based? Is it ownership based? Is it that they are a challenger in that marketplace? They’re not Walmart, but they’re the guys chasing after Walmart. So, what is it about the industry specifically that you understand and narrow, narrow, narrow that niche until it really is something that not a lot of other people could claim. That’s one of the litmus tests of this. If a bunch of other agencies can claim it, I’m not saying that any of you are going to come up with a niche that you are the only agency on the planet that can do this work.

 
  I’m not suggesting that, but if most agencies or are aware of, could go, oh yeah, we do that work. Then that is not a niche. You need to look high and low to find agencies that specialize in that. And then if they’re hard to find, but there are a handful, then it’s a good niche. So, the second one is industry verticals. The third one is that deliverable or the service. And again, you have to be careful there so that you are not picking something that in five years, everybody’s going to be able to do. And then the last one is, is there a common problem amongst your clients that you are uniquely qualified or experienced in solving? So again, do you work with family owned businesses? Do you help people that have a complicated sales channel? And you understand how to communicate down that sales channel?

 
  Is it that it is a regulated industry? Those sorts of things that you are constantly solving that problem. Okay, so now, great. Let’s say that you are the agency and the three legs of your stool are pharma for women over 50 and urban healthcare systems in distressed or impoverished areas in your country. And then you’ve got the third leg of your stool, which is your kitchen junk drawer. Now, what I want you to add to that is a point of view. So, when you look at the problems that you solve for those particular niches, what is your point of view about that business?

 
  What is it that you believe that is a philosophy that you bring to that area of expertise for you? So for example, in my agency, our sort of point of view is that most companies, most organizations spend their marketing dollars wrong. That we believe that their best bet for spending marketing dollars is to go after people who have already given them money, existing and past clients or customers. And that if they spend the lion’s share of their effort, communicating and cultivating relationship with those people that actually yields better results than going to find a stranger that they’ve never talked to before and trying to get them to buy something for the first time.

 
  So, that’s the point of view that we bring to our work that we wrap like a spindle. So, literally picture a stool with three or four legs, depending on how many niches you’ve defined. And the point of view that you have is the spindle that wraps, sort of circulates, around the legs of the stool and connects them together. So, ideally that point of view works just as well in all of the niches that you’ve selected, that it is a universal belief in terms of either the marketing or sales or the industry itself that you have honed over the years, that you can prove through case studies. And now you’ve got a way to differentiate your agency and make you sound different than everyone else. Now you are the brain surgeon. And by the way, people always pay more money to a brain surgeon than they do a general practitioner.

 
  So, now you stand out in the marketplace. Now it is much easier to create content that attracts the right kind of clients and to create content that influences and impacts the SEO on your site to attract the right clients. Now you know what trade shows you need to have a presence at and which trade shows you want to speak at and what trade shows you want to be working the floor. Now you know what kind of research you want to fund so that you can use that as thought leadership fodder to slice and dice a million ways to demonstrate the depth of knowledge that you have in that industry, the vertical, in the problem you solve, whichever way you’ve defined your niches. But all of a sudden, all of the things that are difficult about growing your business … By the way, it also tells you what kind of people to look for and where to look for them as you’re adding to your staff.

 
  So, it helps with staffing. It helps with focus in terms of marketing. It helps with content. It helps with every aspect of running your business. It also helps, because pretty soon you are going to be known as the subject matter expert in that niche. And all of a sudden people are going to come knocking on your door. So, for example, we have an agency that is in the home building space, and they recently won at the national conference. They won one of the best of show awards. And you know what happened? Their phone started ringing, because they had demonstrated on their website through the awards, they were also speaking at that same conference where they won the best of show, they were demonstrating the depth of their knowledge in their niche. And so, the very next week after they got back from that trade show, their phone was ringing from people all over the country who couldn’t care less where they’re located, because they just want a subject matter expert at the helm of their marketing.

 
  That’s what I want for you. That’s why this whole niching idea and this focusing and the specializing is a drum that I just keep beating. Because as you know, if you’re listening to this and you’re a generalist and you literally are happy to take work from the butcher, the baker or the candlestick maker, you know how hard that is to try and be relevant to and for everyone. And the beautiful thing about niching is you need to be relevant for a very small group of people, a very small group of companies, and you need to be super relevant for them so that you are on their radar screen. So, on the day that they decide they’ve had it with their current agency, or they decide to hire an agency for the first time or whatever is the triggering event. And they think, I need to think about what agencies I want to get with to make sure I pick a better agency this next time you want to be on that list.

 
  Or you want to be something that shows up when they had to Google and they start searching. Or that they look at award listings to see who won awards and you are there. It’s pretty tough to do that if you’re serving everybody in every industry. It is much easier to do that when you are focused and when you have a few industries, not one, not a fan of the one legged stool, but two or three industries, ideally connected in some way that you can claim incredible expertise in and knowledge. And you not only can claim it, but you can demonstrate it and you can demonstrate it in ways that most agencies can not. That’s what I want for you. I want that clarity for you. I want that narrow of focus for you. I want that spotlight on you for just those industries and the rest of the people can go find an agency somewhere else, because you don’t have to worry about that, because there’s plenty of fish in the sea. The other thing I want to remind you is you don’t need a 100 new clients.

 
  You need a handful of right sized, again, remember the sophistication level and the Sweet Spot Client Filter that sort of checks all those boxes. For most agencies, if you’re earning a couple of clients that are 10% of your AGI or better … So, let’s say you’re a million dollar agency, I don’t want you to chasing after $10,000 clients. In terms of your outbound efforts. I want you going after $100,000 AGI clients or bigger. Well, the truth of the matter is if you stay focused on that, I want to find clients that are at least 10% of my current AGI. You can probably only take one or two of those a year and onboard them successfully. Because I’ll tell you, and you’ve probably experienced this, growth that is too rapid and unplanned can crush an agency. But if you add 20% AGI year over year over year, even that is aggressive and it’s a very healthy pattern.

 
  So, what I’m saying to you is you need a couple, a couple of wins a year of size of the right size and the right type for your agency to keep growing and thriving. And by the way, now you’re going to get to charge a premium price, because you’re a specialist, because you are that brain surgeon. So, maybe it doesn’t have to be 20%, or maybe it’s only one client, but now all of a sudden, instead of $150 an hour, now you’re able to charge $195 an hour. We’re thinking about, I just want to plant the seed. Don’t be a general practitioner if you can afford not to be. If there’s a way for you to be a specialist, be a specialist. It will help you grow your business, will make your job easier. Will help you with recruiting and it’s going to help the bottom line.

 
  There is no downside to being a three or four legged stool. That’s what I got for you this week. I want you to think about it and hoping you put it into play. And again, this is not an overnight thing. This is not you pulling together your leadership team and deciding what your niche is going to be. And then tomorrow that’s what happens. This is a, probably 12 to 18 month evolution. I’m not saying fire all the clients. I’m not saying fire the employees that don’t fit the profile. What I’m saying is grow into it and be intentional about it. And only chase after the clients that are in those defined niches. So, if somebody walks in the door and they have a big bag of money in month three, and you have not completely converted to being a specialist and you can actually help them.

 
  And they look like they’d be a good client. They fit your Sweet Spot Client Filter. They fit the sophistication level. Then take them, absolutely take them. But what I hope for you is in two years, when they walk in the door with a big bag of money and they don’t fit any of the legs in your stool that you actually say no. That you are in a position where you can just say, you know what, we are not the best fit for you because we serve these industries or we solve this problem or however you define your niches. But I want you to be able to say no, and say it with confidence and watch that bag of money walk out the door and know that it was a good decision for your business, because it would have distracted you from your focus. That’s what I want for you.

 
  All right. I will be back next week with a guest and I will be picking their brain on your behalf as always. In the meantime, if you need me, you know how to find me on agencymanagementinstitute.com or [email protected]. Again, please go out and leave us the ratings and reviews on the podcast. Send us the screenshot so I can get you in a workshop or we can get you a seat in one of our on demand workshops. Got some great workshops coming up this fall. We’ve got an awesome one in August. We have our AE bootcamps in September. We have Money Matters coming up in October, where we spent two days talking about nothing but money. So, August is all about strategic insights and how you can use those to win more business from your existing clients and how you can actually really ratchet up your win rate it with prospects.

 
  So, it’s going to be an amazing workshop. Robin and Steve Boehler from Mercer Island Group are going to be leading the charge on that. Super excited to bring that to you. We have both the advanced AE bootcamp and the regular AE boot camp in September. Money Matters in October, where we talk about money for two days, pricing, financial metrics, taxes, how you should be building out proposals to get clients to buy what you know they should buy at the price they should buy at. How to deal with scope creep and all kinds of other problems that dwindle our profit margin. So that’s what’s on the docket for the fall. I would love to see you at one of those events. Happy to answer your questions about them, but no matter what you decide about that, I will be back next week with a podcast, with a guest, helping you think about your business in a different way. Thanks for listening. Good Seeing you. Bye.

 
  Thanks for spending some time with us. Visit our website to learn about our workshops owner peer groups, and download our salary and benefits survey. Be sure you also sign up for our free podcast giveaways at agencymanagementinstitute.com/podcastgiveaway.