Podcast appearances and mentions of Andrew Robertson

Jack Elderton and Cal Goodall break down Liverpool 2-1 West Ham, a hard-fought loss for the Hammers away at Anfield which took the Reds one step closer to the Premier League title. A late winner from Virgil Van Dijk was all that separated the two sides after an own goal from Andrew Robertson had seemingly given Graham Potter's side hopes of leaving with a point, despite conceding early in the first half when Mohamed Salah assisted Luis Díaz to give Arne Slot's side the lead. Jack and Cal discuss all the goals from Sunday's game as well as the big chances for Jarrod Bowen to get on the scoresheet which were denied by Alisson, Lucas Paquetá putting in the kind of performance that showed why Man City wanted to sign him for £85m in the transfer window, what changed at half time to allow West Ham to dominate the second half, Oliver Scarles vs Mo Salah, how the Hammers set up to press Liverpool and force them to play direct, the effects of playing without a recognised striker on both West Ham's build up play and the likes of Bowen and Kudus specifically and much more. Please do leave us a review and subscribe to the podcast to catch every episode. Join us on Patreon: https://www.patreon.com/analyticsunited You can follow the pod (and our other work) on Twitter: Main: @AnalyticsUtd_ Jack: @jackelderton Cal: @WHU_Analytics Theme music: "Emotional Chill Electronic Vlog Music | Sunset" by Alex-Productions (https://onsound.eu/) Promoted by: https://www.free-stock-music.com Creative Commons / Attribution 3.0 Unported License (CC BY 3.0) https://creativecommons.org/licenses/by/3.0/deed.en_US Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today's episode features Dr. Andrew, a chemist and YouTuber with a channel boasting over 90,000 subscribers. We'll dive into his journey—how he got started, what challenges he faced, and what we can learn from his experience if we're looking to follow a similar path. Stay tuned!My social media Accounts: https://www.instagram.com/theesciendist/ https://www.instagram.com/frame.watcher/Gear that I use:Cameras I use for the Podcast:• Canon EOS R6 (Kit) https://amzn.to/30xxXOy• DJI OMSO Pocket 3 https://amzn.to/2OZQZrhLenses I use to Capture the thumbnails:• Canon RF28mm F2.8 STM https://amzn.to/4dE9WsF• Samyang 85mm f1.4 RF mount https://amzn.to/3lhoGncMics that I use to record the Podcast:• RODE Microphones Wireless GO II https://amzn.to/3E5nwE7• RODE Interview Go https://amzn.to/4efdqlTTable Top Gear:• Microphone Stand https://amzn.to/4dQtZUR• Microphone Holder https://amzn.to/4gpViXV

The FC crew react to Marcus Rashford saying hes ready for a new challenge and if this is the end of his career with Manchester United. Plus, the FIFA Best awards were handed out and Vinicius Junior was the winner of the Best Men's player of the Year award, the guys discuss if he was the clear winner. And, Craig gives his take on if Andrew Robertson deserved to get sent off vs Fulham at the weekend. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Andrew Robertson speaks to the media to preview Liverpool's clash with Real Madrid in the Champions League.Support this show http://supporter.acast.com/redmentv. Hosted on Acast. See acast.com/privacy for more information.

On this episode, Ted and Patrick discuss the eventful Liverpool vs. Chelsea match and Liverpool's defense looking vulnerable. They also discuss the impact VAR had over the weekend, and get into Saliba's red card in Arsenal's 2-0 loss to Bournemouth. Next comes Southampton's loss to Leicester and Russell Martin's comments after the game. They finish with Fulham vs. Aston Villa, Brighton vs. Newcastle and the resurgence of Raul Jimenez, Manchester United looking competent, and the trend of teams playing safer.Subscribe to our FREE newsletter: https://www.thetransferflow.com/subscribeJoin Variance Betting: https://www.thetransferflow.com/upgradeFollow us on our Socials:YouTube: https://www.youtube.com/channel/UCe1WTKOt7byrELQcGRSzu1QX: https://x.com/TheTransferFlowInstagram: https://www.instagram.com/thetransferflow/TikTok: https://www.tiktok.com/@transferflowpodcast00:00 - Intro01:06 - Liverpool vs. Chelsea03:23 - Trent Alexander-Arnold is a double-edged sword04:22 - How cautious can you be in the modern Premier League?05:07 - Concern for Andrew Robertson?07:44 - Did Chelsea deserve an early penalty?08:00 - VAR and red cards this weekend08:44 - Caicedo as a playmaker09:58 - This was Liverpool's first real test10:41 - Arsenal vs. Bournemouth11:47 - Saliba's red card13:03 - Marginal calls in football14:55 - How coaches game plan in the Premier League16:24 - Manchester City look fragile17:35 - Taking a red card vs. allowing a chance19:16 - Southampton vs. Leicester City20:36 - Russell Martin's comments after the game22:02 - How coaches start to talk when they want to be fired25:29 - Mourinho's ability to deflect from a bad performance26:17 - Southampton's poor performance under Martin28:38 - 8 point gap to Leicester now28:59 - Facundo Buonanotte and Brighton's future30:35 - Fulham vs. Aston Villa33:03 - Neutral's will love Fulham games33:15 - Raul Jimenez is in insane form35:10 - The resurgence of Old and Tall strikers36:32 - Newcastle vs. Brighton38:52 - Manchester looked competent40:53 - Garnacho's tendency to take wide-angle shots42:45 - Is the trend of teams playing safer a problem? Hosted on Acast. See acast.com/privacy for more information.

Crunch Fitness' CMO, Chad Waetzig joins The Current Podcast to explore how Crunch is developing their on-demand workout streaming app, how they're leaning into performance marketing versus brand-building and why digital media is the best way to reach its gymgoers. Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio. [00:00:00] Damian: I'm Damian Fowler[00:00:01] Ilyse: And I'm Ilyse Liffering. [00:00:03] Damian: And welcome to this edition of the current [00:00:05] Ilyse: This week, we're delighted to talk with Chad Waitzig, the CMO of Crunch Fitness, who leads the brand's marketing and communication efforts for its gym locations all over the world.[00:00:17] Damian: Headquartered in New York City, Crunch serves 2. 5 million members with over 460 gyms worldwide and continues to expand in the U. S. and around the globe.[00:00:28] While Crunch has built a community of fitness enthusiasts at its physical locations, it has also been on a mission of expanding its reach on digital.[00:00:37] We start by asking Chad about how he'd characterize the gym's marketing goals.[00:00:43] Ilyse: so Chad, how would you characterize the marketing mission for Crunch?[00:00:48] Chad: It's really important for us, to both build comprehension around what the crunch brand experience is.[00:01:05] And we think we've got a pretty unique offering in the high value, low price space and in fitness, but it's also to drive leads and it's to fill that, consumer funnel, with folks who are interested in exploring a fitness workout, And building that lead base so that our franchisees, our partners in our marketing journey, can invite them into the gym, give them a free trial, and encourage them to join and continue their fitness journey with us.[00:01:32] so as we think about what we do day in and day out, I'd say that, 80 percent of what we do is focused on how can we introduce the brand to more people and drive leads into the system.[00:01:41] Damian: Now, can you talk about your latest campaign and how that works? I know you're talking about, a kind of big campaign, but you're also then trying to target local gyms and gym spaces and demographics. Can you talk about how that relationship works?[00:01:54] what about the new campaign? Feel good, not bad? [00:01:57] Chad: Yeah. Yeah. So we're, really excited about feel good. [00:02:00] Not bad. we launched the campaign on December the 26th, which is, basically the start of our year, immediately after Christmas. and the, conceit or the gestalt of the campaign is to. recognize that as a country, we've gone through a lot of bad stuff, and, there's a lot of bad in the world, and we don't want to focus on the bad in the world, but we know that it's out there and  how do we, recognize that a way to combat that is to feel good, and to feel good.[00:02:31] You can do that through working out. So the whole campaign is focused on this idea of telling a story about the bad things that happen through silly, humorous, metaphors, banging your head on a drawer, getting stuck in a revolving door, waking up in the desert on a camping trip with a snake.[00:02:52] Attached to your face, really absurd, silly things as a metaphor for the bad in the world, and that through working out and through [00:03:00] working out at crunch, you can get those endorphin rushes. you can escape from the world. You can forget all the bad that's out there and really focus on yourself.[00:03:07] You can really lose yourself at crunch. so that's, the gestalt behind the campaign or the, idea behind the campaign. Now, the way we execute that campaign, and we do it in partnership with our franchisees, is through a mix of brand marketing, performance marketing, and retail marketing. And so we've designed, creative assets that kind of take you through that entire journey, whether it's television, radio, direct mail, or digital marketing assets, that really tell that story in a layered way as a consumer moves through the journey.[00:03:41] Damian: Yeah, that's interesting. now you mentioned the campaign, the Feel Good, Not Bad campaign is one that really dives into humor to convey how fitness can be fun. We recently had on this podcast, the CEO of BBDO, Andrew Robertson, who talked about the importance of funny ads and why they're so important.[00:03:59] [00:04:00] To building a brand's identity. I just wanted to get your thoughts on that. and why is Funny the right fit for you?[00:04:07] Chad: Yeah, first of all, I would agree with his assessment. And, at our heart, we're storytellers, right? All marketers are storytellers, and we're telling the story of our brand and our business. And humor, leveraging humor, is one way to tell that story in a way that we think breaks through the clutter.[00:04:26] We're a gym for goodness sakes, right? We're a place where people come to, to get better. whether that's more, more flexible, whether that's to build endurance, whether that's to lose weight, whether that's to gain strength and muscle, but we also don't take ourselves too seriously. And so we think that, our no judgments philosophy, the way we approach our members and the way we approach our experience, it really lends itself well to humor.[00:04:50] But the other thing to keep in mind too, is that. Humor can work in almost any business. think about insurance. 20 years ago, if you had said, we're going to use humor to tell [00:05:00] the insurance story, people would have thought you were crazy. Maybe it's more than 20 years now, but, Geico really broke through the clutter and now look at everybody in that category, right?[00:05:08] They all leverage humor for something that is not a very funny product. our product isn't funny, but our product and our experience is fun. And we think humor helps us tell that story. [00:05:19] Ilyse: Now here we talk a lot about digital channels, obviously, programmatic, CTV, and, there's a Common philosophy or really it's just a fact at this point that, that's a good way to reach like younger consumers. is that what you are finding? Are you trying to reach millennials and Gen Zers specifically?[00:05:44] ​Or are you looking at whole cohorts of people? Consumers, what is your approach?[00:05:50] Chad: our core consumer is somebody that we call young strong on social, they are our north star. They're the group that we [00:06:00] focus on, for crunch, about a quarter of our member base is made up of. Of people 18 to 24, about a third of our member base are members 25 to 34, so the majority of our members are in that 18 to 34 age range, and that's our young, strong and social group.[00:06:16] Now, we run, we have, campaigns available for our network, to target seniors, active seniors. boomers, Gen, Gen Xers like me, but really our focus is on the 18 to 34 and we do find that digital media channels, are really the best way to reach that audience, right? They, by and large, they're not cable TV subscribers.[00:06:39] they watch a lot of YouTube. They're on social media. and we find that, one of the best ways for us to build awareness is either through CTV, or through YouTube. Uh, and those are the two channels where we are dominant.[00:06:52] Ilyse: And I know you've also spoken about, TV itself too, a little bit. How has like this omni [00:07:00] channel like approach really benefited your brand?[00:07:04] Chad: Yeah, for us, it's been a journey. today we've got 460 gyms and about 2. 7 million members, and we're celebrating our 35th anniversary, but, we're still a small business. when I joined Crunch seven years ago, we had about 125 locations and, obviously we were significantly smaller.[00:07:21] So our dollars, We had to make a strategic choice back then, and our strategic choice was to invest in performance marketing almost exclusively at the expense of brand marketing. Now that we've grown, and now that we're bigger, and we have the, The resources available to us the critical mass. We have found that the omni channel approach for us has paid off in spades.[00:07:46] Our brand awareness has tripled in the last three years, whether that's aided or unaided. And we find that then drives. more consumers to consider us. Our consideration is higher, which then [00:08:00] leads to greater lead production, and greater sales. And, the brand doesn't do it alone.[00:08:05] Our franchisees play a big role in that, but if we had not made that strategic shift to really focus on the Omni channel, I don't think our results would be as strong as they are today.[00:08:17] Ilyse: And today, are you mostly now looking at consumer retention or learning new members to join? It does seem, we talk a lot about streaming wars, but it does seem like there's quite a lot of gym wars out there now.[00:08:31] Chad: Yeah, you know, the fitness industry is, really an interesting one. It is competitive. so today about one in five Americans belongs to a gym, a health club, the Y, or a boutique studio. Now, that number 10, 15 years ago was probably closer to 15%, 14%. The category itself is growing.[00:08:51] So when, crunch wins, the whole category wins when our competitors, when the category wins, cause we are growing the category, but we do compete [00:09:00] for a lot of the same folks, people do switch gyms, they break up with their old gym, they, join a new gym. and so it is a mix for us on the acquisition side.[00:09:09] To both bring new people into the category that maybe are just considering a gym for the very first time, but we're also trying to steal members from other clubs that without a doubt, and our competition would probably say the same. So in answer to your bigger question, how do we think about it is about retention is about acquisition.[00:09:27] It really is both. [00:09:29] Damian: It's interesting. you know, we did use the analogy of streaming, but there's a lot of churn in streaming. you turn off your subscription for one and then you turn it on for another. We just had some data recently that said, I think 30 percent of people who cancel return within a few months to the channel.[00:09:43] So, it's an interesting game, I guess. Yeah,[00:09:49] Chad: of our biggest sources of leads. we very much, look at our former members as potential future members, and they do come back.[00:09:57] Ilyse: Very interesting. Yeah. And, speaking of [00:10:00] streaming, Crunch has its Crunch Plus platform and I know this was a big kind of trend overall, no matter what category you're in, during COVID and everything was to go digital, make sure your product is available where the people were, which is their living rooms at home.[00:10:18] and now it's a little more than a year old. and it obviously it built on what you had before, which is crunch live. Can you tell us how this has been performing and how you would describe the divide between people going in person to the gym and potentially those working out at home now?[00:10:38] Chad: Yeah, really great question. So you're right. We launched, crunch plus about a year ago, and we retired an old platform that we had that was called crunch live crunch live we were the first big box gym to have our own streaming workout product it launched way back in 2013, and it was browser based [00:11:00] only.[00:11:00] Ilyse: Way pre COVID before it was cool.[00:11:03] Chad: it was cool. Before it was cool. And during COVID, we saw our daily usage. Increased tenfold, with a fairly limited library of workouts. And so we clearly realized that we needed to reintroduce our streaming products and that's how we got to crunch plus. So now crunch plus is available on, just about every streaming device.[00:11:23] And, we couldn't be more pleased with where we are today. versus our launch. and just this year alone versus where we finished, in December of last year, our user base on the platform is up 47%.[00:11:39] we have over 600, Workouts available and we're adding the goal is to add one workout a day Either through live streaming or through pre recorded content to the library And we see crunch plus as really both a member benefit. So if you are a crunch member, You get access to crunch plus and basically a [00:12:00] 70 discount off the retail price.[00:12:02] it's incredibly Affordable. It's 1. 99 a month. and so for our members, it's a way to take that brand experience outside the four walls of the gym, whether they're wanting to work out at home, or maybe they travel a lot and they want to take it on the road, but they can also take it right back into the gym.[00:12:19] And so we've got workouts that, are on a treadmill or on a spin bike, or require the use of dumbbells and other equipment that you may not have at home, We've got in the crunch gym. And so we've really created this hybrid workout environment between in person in the gym and virtual on crunch plus, and now for our retail subscribers, those that are not crunch members. they pay 6. 99 a month. ​Again, it's, an incredible value relative to other products in the marketplace, and we think it's a great way to extend the brand and reach into markets where crunch doesn't exist yet. you can get crunch plus anywhere in the world. we've got 460 locations and [00:13:00] 360 of them are in the United States.[00:13:01] So we have lots of growth ahead of us in terms of our physical footprint, but we love where our digital footprint has taken us.[00:13:10] Damian: Yeah, that's a great move. I see people in the gym with, their smartphones looking at workouts and things. It makes sense for you to have that workout associated with, crunch, or the gym in question.[00:13:21] Chad: that's exactly right. and we really have only started to scratch the surface of where we can take this. I mean, one of the biggest challenges for new people who have never worked out in a gym before is the intimidation that they feel when they come to the gym. And, Most people think about the intimidation as being the, I've got to lose weight before I join the gym mentality, right? the body image concerns. But think about this. If you've never been to a gym before and you walk in the door, you are seeing all kinds of foreign alien equipment with pulleys and weights and pins and benches that articulate in different directions.[00:13:58] Where do I even [00:14:00] start? And what we think CrunchPlus is going to be great for is to give people who are completely new to the gym experience that introduction of how do I get started? What is the best workout for me? How does this piece of equipment actually work? If I'm concerned about how I might be perceived by others, let me watch this video and see how to set this up correctly.[00:14:21] so we're real excited about where we're going to continue to take this platform as it continues to grow and mature.[00:14:26] Damian: Yeah, that's a great point.[00:14:27] Ilyse: could have used that for sure. Yeah, you[00:14:29] Damian: and you see some of these, dudes in there, they're massive and they're making it look like, child's play. I'm like, what? This,[00:14:36] Chad: Right,[00:14:37] Damian: this is scary. Yeah. [00:14:41] Chad: The great thing about those guys, though, is if you ask them for help, they're going to jump right in and help you. they're very proud to share. Here's, how you do this.[00:14:48] Damian: Mm. It's a community, right? a fitness community.[00:14:52] Chad: absolutely. Absolutely. It's the community. In fact, we just did a recent member survey, new member survey, [00:15:00] and we found that 46 percent of our new members, have actually made new friends or founded a community at crunch just by joining and getting to the gym.[00:15:10] So we do think crunch is a great place to build community and our members that it's one of the reasons why they join. [00:15:17] Damian: And speaking of community, you have recently teamed up with Amazon One. Can you talk about how that partnership improves the membership experience for your customers?[00:15:28] Chad: we love our partnership with Amazon. it has gone really well. And they've been, as you can imagine, they're one of the largest companies in the world. They are very sophisticated in what they do. And, they've been a great partner to work with, for those, listeners that aren't familiar with the Amazon one product, it is a biometric device reads basically the palm of your hand.[00:15:49] It is a touchless device. You basically hover your palm over their reader and it identifies you uniquely. So apparently the palm of your hand is as unique as your fingerprint [00:16:00] or your retina and, Amazon has piloted this in, I believe it's being rolled out in Whole Foods.[00:16:07] I believe they have a partnership with Panera. And then they were piloting it in their own C Store concept for a while. We got together with Amazon to really be the first to bring it to the fitness environment. And the initial application or use case is to validate a member's entry into the gym. And What we found is I think a couple of things.[00:16:32] there's a back office business case which reduces fraud for us. So we don't have members sharing their key tag with their barcode with friends, right? Because now I only can get in with my palm. So that reduces, that concern. But from the perspective of our members, it shows that we're progressive.[00:16:57] We're forward thinking. we've got the latest [00:17:00] technology and we're bringing that into the environment. and we've seen adoption close to 80 percent in the locations where we've rolled it out. There are some folks that are still concerned about having their biometric data. read by Amazon, and we respect that and we'll still have the old way of scanning barcodes at the front desk, but for the vast majority of our members, it allows them to get into the gym quickly and get right to their workout.[00:17:24] Damian: Mm. That is fascinating. I actually didn't know about Amazon One, [00:17:27] Chad: Yeah, if you have a Whole Foods near you, next time you go to a Whole Foods, see if they've got it. it's how I use, it's how I check out at Whole Foods. it is faster than even, Apple Pay and Google Pay, I[00:17:39] Damian: Wow. Mm.[00:17:41] Chad: I think it's a pretty great service.[00:17:42] Damian: in general, when it comes to partnerships, how important are those kind of brand partnerships for Crunch?[00:17:49] Chad: they're really important and, you can think about partnerships for us, at least. We think about it in a couple of different levels. One is this kind of, Big strategic capability [00:18:00] enhancing partnership, which we have with Amazon, and we've got obviously have partnerships with some of the best, equipment manufacturers in the fitness space, right? Whether that's through life fitness or, TRX or the other, brands of the space, and we look at that as a way to enhance our member experience. We've got a really talented member experience team headed up by our chief experience officer, Molly long and, Molly and her team are thinking about ways that they can bring these kinds of big brand partnerships that are enablers.[00:18:34] To bear on the member experience. But on the marketing side, we also look at brand partnerships as a way to enhance your existing membership. So we do partnerships where we provide our members access to crunch only discounts. So we have one right now with Crocs where members can get a discount on Crocs shoes that's proving to be very popular.[00:18:58] ​And one of the ways in [00:19:00] which we talk about our membership, pricing with our members. and so one of the things that we like to say to prospective members is that if you take advantage of all the discounts that you can get through your crunch membership, all the retail discounts with our brand partners, your membership practically pays for itself.[00:19:14] And so we like to think that because it is a membership, you are part of a community, you are part of a gym, you are part of a club. If we can give value back to that member, it only makes that membership more valuable to them. So for us, those brand partnerships are super important.[00:19:30] Damian: we want to talk about first party data, of course, and we want to talk about that and how that informs some of your campaigns. And we assume, given that you have this great membership, global membership, it's not necessarily an issue for Crunch.[00:19:43] But how do you go about, leveraging that first party data to inform your marketing efforts? [00:19:49] Chad: so obviously our first party data even more so today than in years past is important to us and being able to leverage that data is [00:20:00] an important part of what we do both on the brand marketing side, but also are we work with our franchise partners for them to execute on their local marketing side.[00:20:08] Our media agency of record is USIM, and through USIM, we have an identity resolution initiative with TransUnion, where we enrich our first party data anonymously, with the TransUnion data, and we use that for audience building, lookalike audience building, Former member, audience building, et cetera, et cetera.[00:20:29] And a lot of that is used, through programmatic. it, it informs, what we do, in terms of, our targeting. the way in which we've structured our media approach, brand marketing happens through the Crunch marketing team. We also pick up search, on behalf of our network, just given the complexities of search and the ever changing, approach to paid search.[00:20:54] we. We feel like we're in a better position to manage that on behalf of our franchisees than asking our franchisees [00:21:00] to do that. Really everything in between is through our franchise partners and we have four brand approved agencies that they can choose to work with And we work with them To make sure that they have access to first party data so that they can also enrich that data and do first party, audience building, et cetera.[00:21:20] So for us, it's a critical component of what we do. And again, of, what we spend, I would say that, from. CTV all the way down through search, probably 90 percent of our spend across the network is digital.[00:21:36] Ilyse: Very awesome. I actually have a question about first party data. Are you able to glean more, say from Crunch Plus? Because people are tuning in and you're able to see, what kind of workouts they're choosing, what kind of, when, they are actually working out.[00:21:55] It must be very revealing, even more so than your regular, gym [00:22:00] customers that come in.[00:22:02] Chad: it's actually, that's actually a great question and it is true because obviously we control and manage the crunch plus platform of the 600 plus videos or workouts that we have. We can see what the viewership is. We can, we understand the view through rate on each of those. We know what each subscriber is watching and what kind of workouts they're doing and the frequency with which they're doing that.[00:22:26] and that's rich data that. We don't necessarily have easily accessed on the gym membership side. so from that standpoint, in terms of building out new workouts, as an example, we found that the 20 minute workout videos were the most popular in the group. And yet when we launched, we were launching with 30, 45 minute workout videos.[00:22:51] We pivoted very quickly to doing more over 20 minute workouts. And what we found is. The 20 minutes were actually too long based on view through [00:23:00] rates. So we launched a number of what we call quickies, right? They're five minute workouts and the viewership on those has skyrocketed. that's where we've leveraged that first party data to learn on the gym side, it's a little bit more challenging, but we're actually building out more of a, first party data set around.[00:23:16] utilization of the gym. We know when they check into the gym. If they book and take a group fitness class, we know that they're doing that because that's an online reservation system. we know when they buy a personal training package and when they take personal training sessions. And so the next level for us as an organization is to better activate that first party data so that we can do a better job on member retention.[00:23:40] upselling into higher tier memberships, and cross selling into other parts of our business.[00:23:45] Ilyse: And based off of that, and knowing that you guys are located in 41 states,[00:23:51] Chad: Yes.[00:23:52] Ilyse: you can probably tell me which states are the fittest in the U. S. in terms of attendance. I mean, I'm just [00:24:00] curious.[00:24:00] Damian: just[00:24:01] Chad: so that's a really good question.[00:24:04] Ilyse: New York, I know.[00:24:05] Chad: I, I can, I can say I can say that,[00:24:09] Ilyse: work out a lot here.[00:24:10] Chad: there are certain markets. the southeast is one of them where the number of visits per member is higher than the average. Obviously, we have an average, per month in the southeast. Really strong gym attendance.[00:24:26] I'm not going to say whether or not they're more fit than[00:24:29] Damian: Yeah, you can't know that.[00:24:31] Chad: but utilization does vary based on, based on market. I don't know how much of that is driven by weather, or how much that's driven by lifestyle. [00:24:39] Ilyse: who's the laziest[00:24:40] Chad: in New York City, New York City, we have really strong, really strong utilization of the gyms, best ever, better than pre pandemic.[00:24:48] Ilyse: Oh well.[00:24:49] Chad: but we've seen that across the board that the utilization of our gyms post pandemic has been at a higher level everywhere than versus than pre pandemic.[00:24:59] Ilyse: People [00:25:00] want to get out there again.[00:25:01] Chad: I think people want to get out there. Yep. I think they recognize that the role of fitness in, in relieving stress and anxiety is important.[00:25:08] Ilyse: How do you then tailor your messaging? Based off of location, especially if you're, talking to the fittest people in the U S versus the laziest,[00:25:18] Damian: people in[00:25:20] Chad: we wouldn't say that we're all about no judgments,[00:25:22] Damian: no, of course.[00:25:23] Chad: there, there is no one type, there is no one reason, there is no one way, for us at Crunch. but we do build out marketing assets that allow our franchisees, who are the closest To the member than we are here in the puzzle palace here in New York City, right in the ivory tower.[00:25:42] and we make sure that we provide assets that, if your club is really strong in group fitness classes, that we've got the assets for you there. If your gym is really big into strength training, which is virtually all gyms. Now we've got lots of strength training assets, or if you're into hit workouts, or if you're into [00:26:00] Kids Crunch babysitting is important because you've got a lot of younger families and they need to have child care when they come to the gym and work out and we allow our franchisees then to use those assets to tailor their marketing communications based on their local needs.[00:26:16] Damian: It's interesting. Now, you mentioned, maybe people in warmer climates and warmer states going to the gym maybe than others, but I don't know whether that holds true, but what I wanted to ask you about is what does the marketing calendar look like for a gym like Crunch? especially around key moments, we're here, A good third of the way into the year, but January's obviously got to be a big moment for gyms because everyone has that resolution to get fit again, New Year's resolutions, and then there's the summer, approaching, people think about, oh, I've got to be back on the beach, what should we do?[00:26:50] How do you strategize around those moments?[00:26:55] Chad: Yeah, there is certainly a seasonality to, to both visitation and [00:27:00] membership joins new members joining the gym. the first quarter of the year is the. The most important quarter of the year for us. it is our Black Friday and Cyber Monday and holiday season. and we do structure our spending accordingly, right?[00:27:14] So we'll heavy up in Q1, in the months later in the year when gym memberships aren't as, The demand isn't as high. We will adjust spending accordingly. So we do balance that out throughout the year. So we do marry up spend with demand. Within any given month, we will run a series of national promotions that our franchisees can opt into.[00:27:39] And they tend to be priced Price driven, because that's the category we're in, but we provide the support to the franchise network around the if they opt into that promotion to try to convert prospects in the system to becoming members. We do look at certain, events. So certainly we look at. New Year's resolutions, New [00:28:00] Year to you.[00:28:01] We look at spring break. We look at the beginning of the summer. We look at back to school. and then we look at the, to school is the last big hit when you begin to hit November and December, most consumers are really focused on holiday shopping, holiday parties, family get togethers, travel, Wrapping up their year end of their job if they're on a calendar or fiscal year, And then we start right over again on december 26th, and that's when people are like, okay, let's get back to the gym so we do take all of that into consideration but every month has a cycle and every quarter has a cycle and then obviously there's a cycle to the year[00:28:41] Ilyse: so there's obviously one of the biggest categories on social media is fitness. I would say there's so many fitness influencers out there these days.[00:28:52] To what extent do you share a kind of like common goal to get people to the gym? Do you then access and use [00:29:00] these social media personalities?[00:29:02] Chad: Yep. yeah, really good question. influencers in the fitness space are very important and we have worked with influencers. off and on over the past several years, we work with them today. And what we have found them to be most effective for us is around awareness building, introducing crunch to their audience.[00:29:26] we have tried to activate, and I'm using air quotes for those, listening, obviously, we've tried to activate those influencers to try to sell gym memberships. And we've not succeeded in that. I think their audiences see through that.[00:29:40] Ilyse: Hmm. Interesting.[00:29:42] Chad: And so for us, it's more about the authenticity of we want to invite the influencers into our gym.[00:29:47] We want them to get in a great workout. We want them to tell their story on that does more value for us. than them trying to sell a membership to their audience. And so we certainly work and we pay influencers [00:30:00] for some of that awareness building. But we also Work really hard to make sure that our member experience is an excellent experience for all of our members because we have influencers in our gym all the time that we may not even be aware that they're there and we want them.[00:30:18] We wanted to organically. Work its way through social media, and we've actually had some great success with that. And so the success comes from our fantastic operators on running a great gym on the influencers who are already members are just telling the crunch story for us. They're evangelists on. You really can't put a price on that.[00:30:41][00:30:41] Damian: And that's it for this edition of The Current Podcast. We'll be back next week, so stay tuned.[00:30:46] Ilyse: The current podcast theme is by Love and Caliber.[00:30:49] The current team includes cat fussy and Sydney Cairns. [00:30:53] Damian: remember I'm[00:30:55] Ilyse: and I'm[00:30:56] Damian: we'll see you next time. And if you like what you hear, please subscribe [00:31:00] and leave us a review. Also, tune in to our other podcast, The Current Report.

This week we catch up with a dear friend who's seen every aspect of the industry and then some. We cover opening music venues, how to build a team, and reminisce on times passed. There's so much more we couldn't get to, so obviously we're having him back many more times in the future. If you enjoy what we do consider subscribing to our youtube channel or check out our socials and Patreon here. https://linktr.ee/FromBehindTheBarcast --- Send in a voice message: https://podcasters.spotify.com/pod/show/frombehindthebarcast/message

Steven Tripp is joined by regular contributor and former NASA Aerospace Engineer, Paul Vallejo, along with Lawyer and former UAP candidate for Warringah, Andrew Robertson. The three discuss the inside gamesmanship, leverage and manipulation of the financial sector, which can see your assets used as collateral. Paul highlights the hidden threats to your wealth, such as bail-in laws, inflation, and debanking. Andrew then adds his knowledge and his perspective as a both a lawyer and investor to detail the dangers of holding certain assets, while also suggesting potential ways of diversifying assets to mitigate potential risks. Of course, none of the topics discussed are intended as financial advice, but rather an educational discussion on how the financial system is structured, legislated and how it operates. SHOW YOUR SUPPORT for Commanding the Narrative at ‘Buy Me A Coffee' – your support is much appreciated! https://www.buymeacoffee.com/commandingthenarrative Hosted by: • Steven Tripp https://www.facebook.com/RealStevenTripp https://twitter.com/RealStevenTripp https://spectator.com.au/author/steven-tripp Follow us on: Spotify: https://open.spotify.com/show/4GIXhHBogM1McL5EPGP3DT Rumble: https://rumble.com/user/ExCandidates Facebook: https://www.facebook.com/XCandidates Instagram: https://www.instagram.com/theXCandidates Twitter: https://twitter.com/theXCandidates YouTube: https://www.youtube.com/@XCandidates Gab: https://gab.com/XCandidates Gettr: https://gettr.com/user/XCandidates Truth Social: https://truthsocial.com/@ExCandidates Apple Podcasts: https://podcasts.apple.com/us/podcast/the-ex-candidates/id1631685864 Please share and spread the word! #AusPol #nswpol #interview #podcast #politics #commentary #narrative #minorparties #libertarian #onenation #uap #liberal #nationals #labor #greens #steventripp #australia #paulvallejo #andrewrobertson #finance #financial #leverage #collateral #bailin #wealth #inflation #debanking #assets #risks #diversifying #derivatives

BBDO created the iconic Snickers “You're Not You When You're Hungry” campaign. The agency's President and CEO, Andrew Robertson, breaks down the power of humor. Episode TranscriptPlease note, this transcript  may contain minor inconsistencies compared to the episode audio.Damian: (00:01)I'm Damian Fowler.Ilyse: (00:02)And I'm Ilyse Liffreing.Damian: (00:04)And welcome to this edition of the current podcast.Ilyse: (00:10)This week we sit down with Andrew Robertson, who has been the president and CEO of BBDO Worldwide since 2004.Damian: (00:19)No doubt over his career, he's had a bird's eye view of creative trends in the ad industry. And last year he gave a keynote presentation in the Palai at Cannes Lions and why humor is one of the most effective tools in advertising.Ilyse: (00:32)And yet he pointed out that funny ads have been on the decline for 20 years. He reminded the crowd that having a laugh is also good for business.Damian: (00:42)Since that talk, Cannes Lions has added a humor category to its awards for 2024. Maybe we have Andrew Robertson to thank for that.Ilyse: (00:58)Before we start, we thought it might be a good idea to take a listen to some recent funny ads, starting with this one from T-Mobile starring Bradley Cooper. And of course his momAd: (01:10)Does T-Mobile really have a 5GAd: (01:12)America's largest 5G network. Try it again. OhAd: (01:15)My God, you look like a flamingo inAd: (01:17)This. Okay. The America's largest, largest five network network. How can I help you? Hi, how are you? , can I help you? You'reAd: (01:26)Making me crazy.Damian: (01:27)And here's a bit from Workday's. Big game spot titled Rockstar featuring. You guessed it. Real rock stars like Kiss Front man, Paul Stanley, Joan Jet, Billy Idol, and Ozzy Osborne.Ad: (01:39)Hey, corporate types. Well, you stop calling each other rock stars. You'reAd: (01:42)A rockstar. You are a rockstar.Ad: (01:44)Rock stars, please.Ad: (01:46)You know what it takes to be a rockstar. I've trashed. I rums in 43 countries. I was on the road since I was 16.Ad: (01:53)I've done my share of bad things. Also your share of bad things.Damian: (01:57)And finally, we are big fans of Liquid Death here at the current. Their latest dad takes a bold and unconventional approach to raise awareness about plastic waste on the planet. And it does this while making a smile and cringe all at the same time.Ad: (02:12)Thanks to our proprietary and somewhat pain-free surgical method, a sexier planet begins with a sexier you.Ad: (02:22)Now I'm practically oozing with beauty.Damian: (02:26)Thanks. Liquid death.Ad: (02:28)Now we can use old plastic bottles to enhance anything. And I mean anything.Ilyse: (02:34)Oh my gosh. Ouch. , that's a good one. Well, the good news is there's plenty more funny where that came from, but let's hear from Anju first.Andrew: (02:44)I gotta be honest. When I made the proposal in the presentation that there should be a line for humor, it was really only to get another joke into the presentation. Um, but that was really the only reason I did, did it. However, I'm really thrilled that they have gone ahead and done it. That was a turning point. I think it was a turning point in terms of the work that was getting awarded at Cannes. I think it was a turning point at, in terms of the work that was being entered. Um, and I think my, I think my presentation was just, you know, the right thing at the right time. It was something I wanted to get off my chest. And judging by the response from the audience and the feedback I got subsequently, it was something a lot of people wanted to hear at that moment.Damian: (03:30)Let's go back to your presentation a little bit. I I loved it. You kicked it off with this fantastic story about when you first learned that humor sells. I, I wonder if you wouldn't mind recapping a bit of that story.Andrew: (03:43)When I was, uh, a student, I had a number of kind of part-time gigs. And one of them was selling vax vacuum cleaners door to door. And for those who don't know, it was a very powerful vacuum cleaner developed by a dairy farmer who adapted one of his milking machines. And it was by far the best suction you could get out of a, out of a vacuum cleaner. But they were bright orange and they weighed like 90 pounds and cost 300. It was a difficult thing to sell. It was a difficult thing to carry, frankly, from door to door. But I learned, I learned a couple of things. One was that sometimes, um, when people believe that what they've got is good enough, you have to find a way to dramatize the fact that it isn't. And in the case of the vax vacuum cleaner, the thing that worked, the thing that could convert people was if I could show them that something they thought was really clean was in fact full of dirt and that vaxx could solve that for them.Andrew: (04:38)And by far the most compelling demo of that was to vacuum their bed, their mattress. 'cause everybody likes to think their mattress is really clean, but it, but with a vax vacuum, the mattress, and you just get all sorts of terrible stuff coming out of it. And if I could get to that demo nine times outta 10 people would spend the 300 pounds and, and buy the bright orange machine. So I used to like, I'd ring the doorbell and nine times outta 10, the door would be open by a woman. And I was standing on the doorstep and I would say, my name's Andrew Robertson. I'm presenting the Vxx Vacuum Company. Can we go up to your bedroom? And most of the time they laughed. Most of the time they laughed. And then once they'd laughed, we could then have a conversation where I'd say, well, I really do want to go up to your bedroom because I want to show you just how powerful this vacuum cleaner is. And, and most of the time it worked. But the point I learned was that, um, overcoming resistance to your cell is, is really important. And the best way to do that, the best way to disarm people and to make them like you, is to make them laugh.Damian: (05:45)You had some kantar research that showed a steady decline in the use of humor, not just the last five years, but over the last 20 years. What does the data show about why humor declined? I suppose?Andrew: (05:56)I mean, there could be a load of things. I think one of the, one of the big trends across that period has been the emergence of the importance of purpose, brand purpose. Um, and I think that that along with that has come, um, a belief and I, but it's a belief that I don't share that, uh, if you have a serious purpose, you should find a way of bringing it to life in a serious way. Um, and, and I think that may account for some of it. Uh, there's certainly, if you look at the data drops in the use of humor in advertising according to that Kantar data during the, um, global recession in 2008, 2009, and then again during the pandemic. And I, I think that is a result of people believing, you know, these are difficult times and people are having a really rough and we need to make sure we're not tone deaf and we need to, uh, we shouldn't do anything funny because it's, it's not appropriate. It's a logical thought process. It's just not true. And I think what happens is when you have those step changes like we had in 2008, 2009, the level drops and then it, and then it doesn't come back up again. Those I would say are the two most significant moments.Ilyse: (07:15)But do you see it coming back now?Andrew: (07:17)There's actually some pretty good data about what's happened in the last six months and how many more humorous ads are being tested. I'm hopeful that it can be revived.Ilyse: (07:27)That's great. I mean, I think everybody is down for a laugh these days. Um, but would you say it's also good for business?Andrew: (07:34)90% of people will say that, um, they're more likely to remember an ad that is funny. 80% of people say they're more likely to recommend a brand that is funny. 91% of people say they want brands to be funny. And 72% say they would choose a humorous brand over the competition. And that's all kind of claimed behavior. And it's not surprising if you think about the way we are as human beings, if you make people feel good and attach that feeling to your brand, that's an experience that're going to remember. And when your brand is next presented to them, that's what they're gonna draw on.Ilyse: (08:12)One of the reasons you say that people have an inhibition around humor is that it's not compatible with purpose-driven messaging. But you found that not to be the case.Andrew: (08:23)It's important for brands to have a meaningful and relevant purpose. The flaw in the logic in my view, is that necessarily that means that when you try to bring that purpose to life or talk about it or dramatize it, uh, you have to do so in a very serious way. You can have a really serious or really important cause or purpose. That doesn't mean you can't talk about it in a way that's going to, people are gonna find amusing. I I showed an example of, of President Obama. He was the president of the United States, pretty big job. Uh, his signature legislative achievement was the Affordable Care Act. And there was a, a website that was built by the government so that people could take advantage of this and it didn't work. And his way of dealing with it was not to do an earn speech about it. His way of dealing with it was to do a funny or die video. That was really, really funny. That's a great way to apologize. It's a great way to say I'm sorry. And when he did that, it was watched by, I think it was 40 or 50 million people. But, but the more important fact is that the number of people who went on the site went up by 40%.Damian: (09:31)I'm wondering, can we make the case that humor builds engagement no matter which channel it's on?Andrew: (09:36)You know, this fundamental point that if you can use creativity in whatever medium you're working in, whatever form you are working in to make people feel good and attach that feeling to your brand, you will sell more. A few years ago I was in LA and I was due to come back to New York and I got a text message from American Airlines. It's one of the best things I've ever seen, which is not a sentence I expected to say about a text message from American Airlines. But the text message said, you may want to pack an umbrella. We're expecting storms tomorrow. Flights will be delayed and some may be canceled. If you can, you should probably travel on another day. And all of the technology and data that's necessary to ensure that that bit of information, very, very relevant information got to me in the palm of my hand at the right time, right message, right time, all of that technology is great. But if it hadn't been written the way it was, instead of smiling and feeling good, I would probably have been angry. 'cause if it, if the same information was, you know, all caps, weather alert, uh, storms expected on East Coast delays, likely my reaction would've been completely different. I would've been angry instead of which I was smiling. I did get delayed. I then got diverted. I was sitting on the runway in, um, Dulles for, for three hours and I didn't get mad.Ilyse: (11:07)There's really an arc to it.Andrew: (11:09)Yeah, I mean, I, I would, I would challenge that assumption. I don't think it matters what medium you are consuming or probably what situation you are in. Maybe with a couple of extreme examples, if you can get somebody to laugh and feel good, they are going to thank you for it. That old expression of laughter being the best medicine there is, is true. That's true. If you can make people laugh, they will feel better and they will thank you for it. By, in our case, buying your brand, how you make people laugh, the topic, the content, the idea that you bring to life that creates this feeling, what you build that around is, has to be handled very sensitively. What I'm arguing is that no matter what state of mind people are in, if you can find a way to make them smile and laugh and feel good, they're gonna thank you for it with their business.Ilyse: (12:06)What would you say is the funniest campaigns that you've worked on?Andrew: (12:10)You are not you and you're hungry for. Snickers is a campaign that's that's rooted in making people laugh. Um, it's, you know, running in 83 countries, it's in its 13th year, it's been outrageously successful for the brand.Damian: (12:24)Is that a negotiation between, you know, you as the creative and, and the the client? Do you talk about the style, the content and whether it should be funny? Does that come up or is that sort of an organic process?Andrew: (12:36)The key to making something funny is you have to under, you have to understand the premise. And there are cases where that humor is generated around premises that people might understand, but just not like the fundamental point of if you can, if you can create a premise that people understand you have the launching pad for something that could be humorous. That's true everywhere. It's an organic process, it's an organic process. And if you have something that makes the client laugh, the client will laugh. Usually the same way as the audience will laugh if something's funny. It's funny. And getting people to recognize the value of it is sometimes a function of getting them to experience it. The bit that gets complicated is when people are arguing about whether something is funny or not, it takes ingenuity and creativity. And sometimes I think the bigger problem is, is not that people don't want to do something that is funny, it's that what they do isn't actually that funny.Damian: (13:41)Do you ever get to a point where , you know, you've got the final asset there and it's like, Hmm, it's just not that funny? Or does, does that ever happen? Or does it get that far?Andrew: (13:49)Yeah, it does. It, it does happen. And when you're testing the work, you're not testing, is it funny or not, you're testing whether the audience is going to engage with it, find it memorable, and it's going to make them feel something that makes them wanna buy your brand. The humor is the means to the end. It's not an end in itself, but yeah, it does, it does happen where somebody's like, ah, it's just not funny. Uh, or it's not funny enough. You know, there are writers' rooms working on, on Seth Meyer's jokes every night. I mean, there's 10 people sitting around a table trying to come up with something funny for him to say, 'cause he's gotta be funny for an hour. And that's a lot of jokes that you need. So it takes a lot of creative minds to come up with them. Fortunately, we don't have to fill an hour usually, but it's still, it's still harder than, it's still harder than anybody imagines. And if you doubt that for a second, just try and write something funny yourself. Just try and write even when you know the format, try and write a Snickers commercial. Try and try and write something funny for Snickers. It's, it's harder than anybody imagines.Ilyse: (14:52)Would you say there are some categories that lend themselves to humor more than others?Andrew: (14:57)I don't want to accept the principle that, that there are any categories in which it couldn't be used. I think companies and individuals may choose not to, but I, but I, I find it hard to believe that it, that it really couldn't be used.Damian: (15:22)And that's it for the current podcast. We'll be back next week with Jesse Poll, the head of brand and marketing for Major League Soccer.Ilyse: (15:29)The current podcast is produced by Wonder Media Network. Our theme is by love and caliber. The current team includes Chris Berkley and CatDamian: (15:37)Fessy. And remember,Andrew: (15:39)If you can use creativity in whatever medium you're working in, whatever form you are working in to make people feel good and attach that feeling to your brand, you will sell more.Damian: (15:53)And if you like what you hear, please subscribe and leave a review. Also tune into our other podcast, the current report as we round up the week's biggest marketing headlines from across the open internet. I'm Damien andIlyse: (16:05)I'm Elise.Damian: (16:06)And we'll see you next time.

Daniel catches up with Andrew Robertson, CEO of FIX-A-TAP. Founded in 1972 by Andrew's father Ken, FIX-A-TAP is one of Australia's leading manufacturers & suppliers of top quality plumbing parts and accessories nation-wide. Celebrating over 50 years in business, Andrew, alongside his father, has experienced a vast array of challenges that business owners encounter regularly. In this episode, Daniel and Andrew explore the qualities of effective leadership and strategies for dealing with new competitors and potential threats. They touch on the cyclical nature of the economy, the importance of keeping a 'fighting fund' and how better days are always just around the corner.

My guest in this edition of the College Faith Podcast is Dr. Ted Turnau, co-author of The Pop-Culture Parent: Helping Kids Engage Their World for Christ. Ted has spent many years thinking about how to help children (from the early years through young adulthood) understand, evaluate, and flourish in pop culture that is all around us. He shares some of his insights from his study, how his parents helped and didn't help him, and lessons learned from raising his own children.   In this podcast we discuss: What “pop culture” is conceptually and biblically The two ways Christians tend to respond to popular culture, and a better “middle way”  Daniel and his colleagues as examples of a healthy posture toward  popular culture The goal of the Christian parent in the midst of pop culture How various parenting styles tend to influence a student's decisions once at college The five questions that can help you and your children evaluate things in pop culture A case study: Evaluating the extremely popular Baldur's Gate 3 video game Six things to keep in mind when we talk with our children about pop culture   Resources mentioned during our conversation: Ted Turnau's website Ted Turnau, E. Stephen Burnett, and Jared Moore, The Pop-Culture Parent: Helping Kids Engage Their World for Christ Ted Turnau, Popologetics: Popular Culture in Christian Perspective Ted Turnau, Oasis of Imagination: Engaging Our World Through a Better Creativity Ted Turnau and Ruth Naomi Floyd, Imagination Manifesto: A Call to Plant Oases of Imagination Andy Crouch, Culture Making: Recovering Our Creative Calling Christ and Pop Culture (an online magazine and podcast) Love Thy Nerd (a website thinking Christianly about pop culture) Ask About Games (a website by Andrew Robertson providing a Christian perspective and evaluation of video games) Hollywood Jesus: Your Bridge to Pop Culture (a website evaluating streaming shows, movies, and much more from a biblical perspective) “A Guide to Majoring in the Arts,” College Faith podcast #34 with Cam Anderson, M.F.A.

As Andrew Robertson approaches his 20th anniversary as president and CEO of BBDO Worldwide, the world is changing faster than ever. When he took on the role in 2004, Mark Zuckerberg was creating Facebook in his Harvard dorm room. Fast forward to today, and the ad industry is contending with the rise of generative AI, ongoing media fragmentation and ever-changing consumer habits. But for Robertson, the core of the job remains the same: to create iconic ideas that resonate with consumers and drive them to take action. In this episode, Robertson also shares his views on why advertising has been missing a much-needed dose of humor in recent years and gives advice on how to stick with an organization and rise up the ranks in an industry known for job-hopping.Listen to this episode and subscribe to Campaign Chemistry wherever you get your podcasts. What we know about advertising, you should know about advertising. Start your 1-month FREE trial to Campaign US.   

Suj & James reflect on the first day of price releases as the official relaunch of FPL draws closer. There's discussion on the prices that have been revealed including Erling Haaland at 14.0 and Mo Salah at 12.5. Heung-Min Son and Bruno Fernandes have both seen a decrease in pricing, how interested should we be? Does their pricing mean that 1 premium player becomes a popular strategy? Trent Alexander-Arnold (8.0) is 1.5 more than teammate Andrew Robertson. Is Trent worth paying the extra for? Plus, there's coverage on the prices of the players from the promoted clubs, Fulham and Nottingham Forest, discussion on competitive price points such as the 7.5 forwards, 6.5 midfielders and 4.5 goalkeepers. Tomorrow on Planet FPL: Planet SkyFF s5 ep1, An intro to Sky Fantasy Football for new players Today on Patreon: The Patreon QNA For the full Planet FPL Schedule this week view this post: https://www.patreon.com/posts/schedule-july-85485750 Want to become a member of our FPL and SkyFF community and support the Podcast?  Join us on Patreon: https://www.patreon.com/planetfpl Follow James on Twitter: https://twitter.com/PlanetFPLPod Follow Suj on Twitter: https://twitter.com/sujanshah Like us on Facebook: https://www.facebook.com/planetfpl Follow us on Instagram: https://www.instagram.com/planetfpl #FPL #FantasyPremierLeague #PriceReveals

Rescatamos en formato audio contenido red de los canales de Youtube y Twitch de Ángelo Gómez, miembro de Esto es Anfield: Gala de final de temporada en el canal para evaluar el final de la temporada 2022 2023. - Las notas finales y el 1x1 de todos los jugadores de la plantilla del Liverpool 2022-2023: Alisson Becker, Caoimhin Kelleher, Adrián San Miguel, Trent Alexander-Arnold, Joe Gomez, Ibrahima Konaté, Joel Matip, Virgil van Dijk, Calvin Ramsay, Rhys Williams, Kostas Tsimikas, Andrew Robertson, Arthur Melo, Harvey Elliott, Fabinhom Jordan Henderson, Curtis Jones Naby Keita, James Milner, Alex Oxlade-Chamberlain, Stefan Bajcetic, Thiago Alcántara, Luis Díaz, Diogo Jota, Fabio Carvalho, Cody Gakpo, Darwin Núñez, Roberto Firmino, Mohamed Salah, Jürgen Klopp y al propio club red.

Sermons from our Sunday Services at St.Peter's Free Church, Dundee

Au sommaire de Radio foot internationale ce mardi : Ligue des champions : les quarts. C'est parti ! Manchester City/Bayern Munich, duel de titans ! Benfica/Inter Milan choc d'outsiders ! Présentions et enjeux de deux affiches alléchantes ! Premier League : les Gunners vont-ils le regretter ! Arsenal a laissé filer deux points précieux face aux Reds lors d'une rencontre un peu folle ce week-end (2-2). City n'est plus qu'à 6 petites longueurs avec un calendrier favorable, un match de retard et la réception des Gunners à l'Etihad le 26 avril prochain. Le sprint final est lancé ! Fait de match :  quand l'arbitre sort de ses gonds. Le juge de touche Constantin Hatzidakis voit rouge et donne un coup de coude à Andrew Robertson. L'homme en noir est suspendu par la FA jusqu'à nouvel ordre. Retour sur une perte de contrôle et quelques précédents célèbres ! UEFA : l'instance européenne se dote d'un conseil des sages composé de 20 légendes ( Zidane, Mourinho, Ancelotti…) ! Simple gadget de communicants ou force de proposition pour l'instance européenne ? Pour en débattre autour de Frédéric Suteaux nos consultants du jour Bruno Constant, Yoro Mangara et Éric Rabésandratana — David Fintzel — TCR : Alice Mesnard.

Au sommaire de Radio foot internationale ce mardi : Ligue des champions : les quarts. C'est parti ! Manchester City/Bayern Munich, duel de titans ! Benfica/Inter Milan choc d'outsiders ! Présentions et enjeux de deux affiches alléchantes ! Premier League : les Gunners vont-ils le regretter ! Arsenal a laissé filer deux points précieux face aux Reds lors d'une rencontre un peu folle ce week-end (2-2). City n'est plus qu'à 6 petites longueurs avec un calendrier favorable, un match de retard et la réception des Gunners à l'Etihad le 26 avril prochain. Le sprint final est lancé ! Fait de match :  quand l'arbitre sort de ses gonds. Le juge de touche Constantin Hatzidakis voit rouge et donne un coup de coude à Andrew Robertson. L'homme en noir est suspendu par la FA jusqu'à nouvel ordre. Retour sur une perte de contrôle et quelques précédents célèbres ! UEFA : l'instance européenne se dote d'un conseil des sages composé de 20 légendes ( Zidane, Mourinho, Ancelotti…) ! Simple gadget de communicants ou force de proposition pour l'instance européenne ? Pour en débattre autour de Frédéric Suteaux nos consultants du jour Bruno Constant, Yoro Mangara et Éric Rabésandratana — David Fintzel — TCR : Alice Mesnard.

What happened between Liverpool defender Andrew Robertson and Assistant referee? Andrew Henry Robertson MBE is a Scottish professional footballer who plays as a left-back for Premier League club Liverpool and captains the Scotland national team. Known for his vision, athleticism and physical power, Robertson is widely considered to be one of the best full-backs in the world. Liverpool Football Club is a professional football club based in Liverpool, England. The club competes in the Premier League, the top tier of English football. Founded in 1892, the club joined the Football League the following year and has played its home games at Anfield since its formation. Image Credit: andyrobertson94/instagram

Andrew Robertson is a recent graduate of Baylor University, and former president of the Iota Chapter of BYX . Jake Purkey is currently a senior at Mississippi State University, and former president of the Omicron Chapter of BYX. A-Rob and Purkey join Landon to discuss what it's like to lead as a member of "Generation Z", what it's like to lead others in Gen Z, and how that spiritually applies in your walk with Christ and with others around you. — The COR Leadership Podcast is an effort of Beta Upsilon Chi fraternity to develop college men into leaders for lifelong Kingdom impact. We believe college men's leadership can more fully bring the power, goodness, and beauty of Jesus into this world, and this is just one way that BYX hopes to inspire that in men. Learn more about BYX at byx.org --- Send in a voice message: https://podcasters.spotify.com/pod/show/byx/message

In episode 151, Michael Carolan, Performance Coach, joins us. Specifically Michael will be looking at: The physical prerequisites for sprinting Periodisation towards a major tournament Gym based exercises Combining physical and technical coaching *About Michael "Mike is a Performance Coach and University Lecturer, dual accredited in Sport Rehabilitation and S&C. He is program lead on the Sport Rehab undergraduate program at the University of Salford overseeing teaching, clinics and research for the team. Future research includes PhD theme planning across sprinting biomechanics, hamstring injury, weightlifting EMG, dance injury prevention. He is also Lead Performance Coach for Andrew Robertson, 2017, 2020 and 2021 UK 60m Indoor Champion and has also worked with England and GB Basketball and currently consults in Track and Field, Rugby, Basketball and with the British Military." Instagram: @mcsportsrehab https://www.instagram.com/mcsportsrehab/ Linkedin: Michael Carolan https://www.linkedin.com/in/michael-c-72827442/ https://simplifaster.com/articles/practical-elements-athlete-speed-training/ FREE 7d COACH ACADEMY TRIAL SIGN UP NOW: https://bit.ly/sfsepisode151 JOIN THE SCIENCE FOR SPORT TEAM: https://www.scienceforsport.com/join-our-team/ ​ Learn Quicker & More Effectively, Freeing Up Time To Spend With Friends And Family ​ Optimise Your Athletes' Recovery ​ Position Yourself As An Expert To Your Athletes And Naturally Improve Buy-In ​ Reduce Your Athletes' Injury Ratese ​ Save 100's Of Dollars A Year That Would Otherwise Be Spent On Books, Courses And More ​ Improve Your Athletes' Performance ​ Advance Forward In Your Career, Allowing You To Earn More Money And Work With Elite-Level Athletes ​ Save Yourself The Stress & Worry Of Constantly Trying To Stay Up-To-Date With Sports Science Research

The Etihad is where we find Darren Fletcher for this episode of the pod as Manchester City knock holders Liverpool out of the EFL Cup. Joining Fletch is former England striker Dion Dublin, ex-Liverpool left-back Jose Enrique and commentator Conor McNamara as they discuss what went right for Man City and where Liverpool fell short. And the pod is not short of cameo appearances either! The guys hear from goalscorer Nathan Ake and a very happy Pep Guardiola – who has been enjoying his World Cup break… And they hear from the Liverpool camp too, as Jurgen Klopp and Andrew Robertson pop on the pod after coming back from 2-1 down, to losing 3-2 on the night. So with that result it means that Manchester City will face Southampton in the quarter-finals - League One Charlton travel to Old Trafford to take on Manchester United, Nottingham Forest host Wolves and Leicester will take on Newcastle at St James' Park. And with the busy Boxing Day schedule fast approaching, Fletch looks ahead to the restart of the Premier League. Timecodes: 1'00 – Manchester City focus. 3'00 – Nathan Ake interview with Juliette Ferrington. 5'00 – Liverpool section. 7'00 – Andy Robertson interview. 14'00 – Jurgen Klopp's analysis. 16'00 – Pep Guardiola reaction. 18'00 – The restart of the Premier League.

Mo asks Marty Fagan: If you could record a video about growth or Business Development, and send it back to your younger self, what would you say? First thing is to be authentic. If you truly are authentic, people can pick up on that. And if you're not authentic, they can pick up on that as well. If you're talking to someone and you don't think your solution is a good fit, don't sell it to them. Closing the sale no matter what may work in the short-term, but it's a terrible strategy in the long-term. The second thing is to have a passion for the solution you are offering to your customers. People pick up on your passion, which contributes to that feeling of authenticity. Having passion and authenticity establishes trust, and that trust needs to be in place to have a conversation result in a closed deal. If you've developed a deep expertise, it's okay to be excited about it and convey that energy to people.   Mo asks Sandy Lutton: If you could record a message around growth and business development and send it to your younger self, what would it say? Early in her career, Sandy was intimidated by business development and felt that she had to win them over while being perfect, but it doesn't have to be an intimidating process. Business development is simply about building relationships. Sandy would want to help her younger self take the fear out of the process. It can be fun and engaging, and you will learn a lot along the way. Practice for perfection, but play for progress. You start to see how brilliant your team is when you plan ahead, and even if you don't win the business, you improve for the next one. When you're in a meeting, look for the little wins and what the next step along the way is. Make sure you tackle all the issues and break things down into small steps. Moving anything forward during a meeting is a win, so keep that in mind. Instead of trying to wow the prospect, just give them what they are looking for.   Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/martyfagan sandy@designinginfluencers.com Her Journey Told Podcast andrew.robertson@bbdo.com

Mo asks Marty Fagan: If you could record a video about growth or Business Development, and send it back to your younger self, what would you say? First thing is to be authentic. If you truly are authentic, people can pick up on that. And if you're not authentic, they can pick up on that as well. If you're talking to someone and you don't think your solution is a good fit, don't sell it to them. Closing the sale no matter what may work in the short-term, but it's a terrible strategy in the long-term. The second thing is to have a passion for the solution you are offering to your customers. People pick up on your passion, which contributes to that feeling of authenticity. Having passion and authenticity establishes trust, and that trust needs to be in place to have a conversation result in a closed deal. If you've developed a deep expertise, it's okay to be excited about it and convey that energy to people.   Mo asks Sandy Lutton: If you could record a message around growth and business development and send it to your younger self, what would it say? Early in her career, Sandy was intimidated by business development and felt that she had to win them over while being perfect, but it doesn't have to be an intimidating process. Business development is simply about building relationships. Sandy would want to help her younger self take the fear out of the process. It can be fun and engaging, and you will learn a lot along the way. Practice for perfection, but play for progress. You start to see how brilliant your team is when you plan ahead, and even if you don't win the business, you improve for the next one. When you're in a meeting, look for the little wins and what the next step along the way is. Make sure you tackle all the issues and break things down into small steps. Moving anything forward during a meeting is a win, so keep that in mind. Instead of trying to wow the prospect, just give them what they are looking for.   Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/martyfagan sandy@designinginfluencers.com Her Journey Told Podcast andrew.robertson@bbdo.com

Mo asks Marty Fagan: If you could record a video about growth or Business Development, and send it back to your younger self, what would you say? First thing is to be authentic. If you truly are authentic, people can pick up on that. And if you're not authentic, they can pick up on that as well. If you're talking to someone and you don't think your solution is a good fit, don't sell it to them. Closing the sale no matter what may work in the short-term, but it's a terrible strategy in the long-term. The second thing is to have a passion for the solution you are offering to your customers. People pick up on your passion, which contributes to that feeling of authenticity. Having passion and authenticity establishes trust, and that trust needs to be in place to have a conversation result in a closed deal. If you've developed a deep expertise, it's okay to be excited about it and convey that energy to people.   Mo asks Sandy Lutton: If you could record a message around growth and business development and send it to your younger self, what would it say? Early in her career, Sandy was intimidated by business development and felt that she had to win them over while being perfect, but it doesn't have to be an intimidating process. Business development is simply about building relationships. Sandy would want to help her younger self take the fear out of the process. It can be fun and engaging, and you will learn a lot along the way. Practice for perfection, but play for progress. You start to see how brilliant your team is when you plan ahead, and even if you don't win the business, you improve for the next one. When you're in a meeting, look for the little wins and what the next step along the way is. Make sure you tackle all the issues and break things down into small steps. Moving anything forward during a meeting is a win, so keep that in mind. Instead of trying to wow the prospect, just give them what they are looking for.   Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com linkedin.com/in/martyfagan sandy@designinginfluencers.com Her Journey Told Podcast andrew.robertson@bbdo.com

Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.   Mo asks Kim Davenport: What is one moment around business development that you are really proud of? Kim's most proud moment was the first real significant opportunity she brought into her firm – the friend, who's a vice president at an energy company, who she had a conversation with and who realized Kim and the firm she's part of could help her business. Kim is proud of what she did, of having the courage to go outside of her comfort zone a little bit to bring business into a conversation among friends. This was her first success story, and it happened before Kim was a partner at her firm. That's one of the moments that made her realize that BD isn't about going around knocking on doors trying to sell something, but it's about helping people, about leveraging and building relationships… and, yes, it's fun! Even though she's process-driven, Kim recommends not to overthink things too much. Her advice is to just be a little courageous, and give it a try. Just ask the first question, make it natural. Don't worry about what comes after that, just take the first step and see where it takes you.   Mo asks Bill Ruprecht: What is a story of business development that you are particularly proud of? A business like Sotheby's is a transaction business so Bill had been involved in thousands of transactions over the course of his career but one tale in particular stood out to him. Bill traveled down to Florida to help an older lawyer sell $20 million in vintage cars and that began a 9-month process of negotiating. After months of back and forth, they finally signed the deal, and the auction itself was widely successful. In extended negotiations, as the professional, you know what it will take to make the deal successful. It's common for the other party to not fully know what they want and the key is to just keep the conversations going. When the other party doesn't know what they want, negotiating becomes a marathon or experimenting and exploring until they land on what was missing from the conversation.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com linkedin.com/in/kim-davenport-7732751 kimberlydavenport@scottmadden.com

Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.   Mo asks Kim Davenport: What is one moment around business development that you are really proud of? Kim's most proud moment was the first real significant opportunity she brought into her firm – the friend, who's a vice president at an energy company, who she had a conversation with and who realized Kim and the firm she's part of could help her business. Kim is proud of what she did, of having the courage to go outside of her comfort zone a little bit to bring business into a conversation among friends. This was her first success story, and it happened before Kim was a partner at her firm. That's one of the moments that made her realize that BD isn't about going around knocking on doors trying to sell something, but it's about helping people, about leveraging and building relationships… and, yes, it's fun! Even though she's process-driven, Kim recommends not to overthink things too much. Her advice is to just be a little courageous, and give it a try. Just ask the first question, make it natural. Don't worry about what comes after that, just take the first step and see where it takes you.   Mo asks Bill Ruprecht: What is a story of business development that you are particularly proud of? A business like Sotheby's is a transaction business so Bill had been involved in thousands of transactions over the course of his career but one tale in particular stood out to him. Bill traveled down to Florida to help an older lawyer sell $20 million in vintage cars and that began a 9-month process of negotiating. After months of back and forth, they finally signed the deal, and the auction itself was widely successful. In extended negotiations, as the professional, you know what it will take to make the deal successful. It's common for the other party to not fully know what they want and the key is to just keep the conversations going. When the other party doesn't know what they want, negotiating becomes a marathon or experimenting and exploring until they land on what was missing from the conversation.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com linkedin.com/in/kim-davenport-7732751 kimberlydavenport@scottmadden.com

Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.   Mo asks Kim Davenport: What is one moment around business development that you are really proud of? Kim's most proud moment was the first real significant opportunity she brought into her firm – the friend, who's a vice president at an energy company, who she had a conversation with and who realized Kim and the firm she's part of could help her business. Kim is proud of what she did, of having the courage to go outside of her comfort zone a little bit to bring business into a conversation among friends. This was her first success story, and it happened before Kim was a partner at her firm. That's one of the moments that made her realize that BD isn't about going around knocking on doors trying to sell something, but it's about helping people, about leveraging and building relationships… and, yes, it's fun! Even though she's process-driven, Kim recommends not to overthink things too much. Her advice is to just be a little courageous, and give it a try. Just ask the first question, make it natural. Don't worry about what comes after that, just take the first step and see where it takes you.   Mo asks Bill Ruprecht: What is a story of business development that you are particularly proud of? A business like Sotheby's is a transaction business so Bill had been involved in thousands of transactions over the course of his career but one tale in particular stood out to him. Bill traveled down to Florida to help an older lawyer sell $20 million in vintage cars and that began a 9-month process of negotiating. After months of back and forth, they finally signed the deal, and the auction itself was widely successful. In extended negotiations, as the professional, you know what it will take to make the deal successful. It's common for the other party to not fully know what they want and the key is to just keep the conversations going. When the other party doesn't know what they want, negotiating becomes a marathon or experimenting and exploring until they land on what was missing from the conversation.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com linkedin.com/in/kim-davenport-7732751 kimberlydavenport@scottmadden.com

Andrew Robertson was speaking to the press in Singapore ahead of Liverpool's pre-season friendly against Crystal Palace! Watch what he had to say about international support, Darwin Nunez and surviving the heat!SUBSCRIBE TO OUR LFC STREAMING SERVICE: http://www.redmenplus.com- Buy Our Merch: https://www.redmenmerch.com/- Award winning Independent Liverpool FC fan channel.- Click the link to get in touch

Mo asks John Tigh: What is your favorite science, step, or strategy from the GrowBIG Training or the Snowball System? John has been involved in the Snowball System for a long time and the Gravitas Model is a strategy that he uses every single day. It's the perfect framework for taking any conversation where you want to go. It has an incredible level of flexibility and imparts a character to your conversation that people can't help but enjoy. It also gives you the ability to keep the conversation going. When you ask great questions, you get a triple win. With the way the Gravitas Model is designed, they light up the pleasure center of the other person's mind when they are sharing their personal perspective, you learn their priorities in their words, and the questions highly correlate to likability. The more they talk and the less you talk, the more the other person will like you. John's perfect buyer is in the C-Suite or someone dealing with content creation. During a conversation with his perfect buyer, John would talk about what they have in common, the challenges they experienced in the past, and their current role and their current projects. Typically, the goal for each meeting is to secure the next meeting. By addressing the base level mechanical questions, John can take a conversation up to higher level vision-based goals. He often asks people how calm the seas are and what they think the future holds, with a hook at the end about any questions that John didn't ask but should have. John is always looking for an opportunity to offer value in some way or to make a connection or introduction for the other person in an effort to secure the next meeting. The framework is simply built around looking for ways to make the other person look good. Once you get the Gravitas Model in your bones, it really does help every kind of conversation, whether that's spoken or written.   Mo asks Linda Klein: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Linda never wants to be unprepared in her work, and the same is true in meeting with a client, which is why Dynamic Meeting Prep is Linda's favorite strategy. A potential client's business always has important area-specific language that they use that you should know. It's amazing how much companies have on their website and what you can learn by doing some research. Those insights are invaluable during a meeting, and preparing for a meeting pays dividends when you land the business because then you have a huge head start. Everybody prepares for delivery meetings but rarely do people prepare for the initial meeting. You can't prepare for the first meeting at a dinner before the meeting day. Research is crucial. Make preparation a priority and get the team strategy outlined ahead of time. Your team needs to show the client that they are seamless, working together and solving the client's problems. Figure out what your goal for the meeting is, what the frame for the meeting is and how to kick it off, what the big questions that might be asked, natural next steps, and potential cliffhangers you can use to get the next meeting. Being direct can be a challenge but being authentic about the fact that you want to simply be helpful is the best approach. Be ready to discuss what the client wants to discuss. The more prepared you are in advance, the easier it will be to switch gears and the more comfortable you will be.   Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.     Mentioned in this Episode: GrowBIGPlaybook.com john@clevercognitive.com linkedin.com/in/johntigh clevercognitive.com lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw andrew.robertson@bbdo.com

Mo asks John Tigh: What is your favorite science, step, or strategy from the GrowBIG Training or the Snowball System? John has been involved in the Snowball System for a long time and the Gravitas Model is a strategy that he uses every single day. It's the perfect framework for taking any conversation where you want to go. It has an incredible level of flexibility and imparts a character to your conversation that people can't help but enjoy. It also gives you the ability to keep the conversation going. When you ask great questions, you get a triple win. With the way the Gravitas Model is designed, they light up the pleasure center of the other person's mind when they are sharing their personal perspective, you learn their priorities in their words, and the questions highly correlate to likability. The more they talk and the less you talk, the more the other person will like you. John's perfect buyer is in the C-Suite or someone dealing with content creation. During a conversation with his perfect buyer, John would talk about what they have in common, the challenges they experienced in the past, and their current role and their current projects. Typically, the goal for each meeting is to secure the next meeting. By addressing the base level mechanical questions, John can take a conversation up to higher level vision-based goals. He often asks people how calm the seas are and what they think the future holds, with a hook at the end about any questions that John didn't ask but should have. John is always looking for an opportunity to offer value in some way or to make a connection or introduction for the other person in an effort to secure the next meeting. The framework is simply built around looking for ways to make the other person look good. Once you get the Gravitas Model in your bones, it really does help every kind of conversation, whether that's spoken or written.   Mo asks Linda Klein: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Linda never wants to be unprepared in her work, and the same is true in meeting with a client, which is why Dynamic Meeting Prep is Linda's favorite strategy. A potential client's business always has important area-specific language that they use that you should know. It's amazing how much companies have on their website and what you can learn by doing some research. Those insights are invaluable during a meeting, and preparing for a meeting pays dividends when you land the business because then you have a huge head start. Everybody prepares for delivery meetings but rarely do people prepare for the initial meeting. You can't prepare for the first meeting at a dinner before the meeting day. Research is crucial. Make preparation a priority and get the team strategy outlined ahead of time. Your team needs to show the client that they are seamless, working together and solving the client's problems. Figure out what your goal for the meeting is, what the frame for the meeting is and how to kick it off, what the big questions that might be asked, natural next steps, and potential cliffhangers you can use to get the next meeting. Being direct can be a challenge but being authentic about the fact that you want to simply be helpful is the best approach. Be ready to discuss what the client wants to discuss. The more prepared you are in advance, the easier it will be to switch gears and the more comfortable you will be.   Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.     Mentioned in this Episode: GrowBIGPlaybook.com john@clevercognitive.com linkedin.com/in/johntigh clevercognitive.com lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw andrew.robertson@bbdo.com

Mo asks John Tigh: What is your favorite science, step, or strategy from the GrowBIG Training or the Snowball System? John has been involved in the Snowball System for a long time and the Gravitas Model is a strategy that he uses every single day. It's the perfect framework for taking any conversation where you want to go. It has an incredible level of flexibility and imparts a character to your conversation that people can't help but enjoy. It also gives you the ability to keep the conversation going. When you ask great questions, you get a triple win. With the way the Gravitas Model is designed, they light up the pleasure center of the other person's mind when they are sharing their personal perspective, you learn their priorities in their words, and the questions highly correlate to likability. The more they talk and the less you talk, the more the other person will like you. John's perfect buyer is in the C-Suite or someone dealing with content creation. During a conversation with his perfect buyer, John would talk about what they have in common, the challenges they experienced in the past, and their current role and their current projects. Typically, the goal for each meeting is to secure the next meeting. By addressing the base level mechanical questions, John can take a conversation up to higher level vision-based goals. He often asks people how calm the seas are and what they think the future holds, with a hook at the end about any questions that John didn't ask but should have. John is always looking for an opportunity to offer value in some way or to make a connection or introduction for the other person in an effort to secure the next meeting. The framework is simply built around looking for ways to make the other person look good. Once you get the Gravitas Model in your bones, it really does help every kind of conversation, whether that's spoken or written.   Mo asks Linda Klein: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Linda never wants to be unprepared in her work, and the same is true in meeting with a client, which is why Dynamic Meeting Prep is Linda's favorite strategy. A potential client's business always has important area-specific language that they use that you should know. It's amazing how much companies have on their website and what you can learn by doing some research. Those insights are invaluable during a meeting, and preparing for a meeting pays dividends when you land the business because then you have a huge head start. Everybody prepares for delivery meetings but rarely do people prepare for the initial meeting. You can't prepare for the first meeting at a dinner before the meeting day. Research is crucial. Make preparation a priority and get the team strategy outlined ahead of time. Your team needs to show the client that they are seamless, working together and solving the client's problems. Figure out what your goal for the meeting is, what the frame for the meeting is and how to kick it off, what the big questions that might be asked, natural next steps, and potential cliffhangers you can use to get the next meeting. Being direct can be a challenge but being authentic about the fact that you want to simply be helpful is the best approach. Be ready to discuss what the client wants to discuss. The more prepared you are in advance, the easier it will be to switch gears and the more comfortable you will be.   Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.     Mentioned in this Episode: GrowBIGPlaybook.com john@clevercognitive.com linkedin.com/in/johntigh clevercognitive.com lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw andrew.robertson@bbdo.com

Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.   Mo asks Mark Harris: What is your personal definition of business development? Business development means something different to everybody. For Mark, it's all about helping people understand what their needs are (teaching) and then once you find that out it's helping them find the solution they need. Mark focuses on one phrase when going into the first meeting with someone, specifically being “humbly curious”. He's simply looking to understand what motivates someone and where they are coming from, and what's going to help them. Nobody wants to be sold, but everybody likes to buy, especially from people they like. Focusing on the sale is a short-term strategy. Sometimes the right thing is to not sell something. If things aren't a good fit now but might be later, being upfront and telling the prospect the truth is how you can build trust and empathy and secure a valuable long-term relationship. Ask as many questions as you can. When you can train your mind to ask questions and be humbly curious, the world is your oyster and you can bring value to that organization at all times.   Mo asks Linda Klein: What is your personal definition of business development? Adding value to a client's business by solving the problem. Service professionals often only look at a client's issue through the lens of their own expertise, but that's not the way to grow a business. Asking for the sale before solving the problem (or diagnosing the problem) isn't going to work. Linda looks for ways to solve client problems that keep them from growing their own business. Sometimes that means referring the client to someone else when the issue is outside her area of expertise. Linda starts solving the problem before a transaction has occurred. We can sense when someone is trying to sell us before any value has really been added to the relationship and it usually makes us want to run away. Go into the first meeting simply to get to know somebody instead of trying to close the sale. When you help someone achieve their goals, you feel great and you increase the odds of them turning into a paying client. When following up, think about who you could connect the person with and what the person said in the initial meeting that you continue the conversation with. If you have taken your time to get to know the industry your prospect is in, you will know where the pain points are and have opportunities to help. The number one thing you can do to be proactive in building relationships is writing down your top five to ten people that are important to your career and using that to make sure you're constantly being helpful.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com Mark_C_Harris@glic.com linkedin.com/in/mark-harris-9ba1b53 lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw

Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.   Mo asks Mark Harris: What is your personal definition of business development? Business development means something different to everybody. For Mark, it's all about helping people understand what their needs are (teaching) and then once you find that out it's helping them find the solution they need. Mark focuses on one phrase when going into the first meeting with someone, specifically being “humbly curious”. He's simply looking to understand what motivates someone and where they are coming from, and what's going to help them. Nobody wants to be sold, but everybody likes to buy, especially from people they like. Focusing on the sale is a short-term strategy. Sometimes the right thing is to not sell something. If things aren't a good fit now but might be later, being upfront and telling the prospect the truth is how you can build trust and empathy and secure a valuable long-term relationship. Ask as many questions as you can. When you can train your mind to ask questions and be humbly curious, the world is your oyster and you can bring value to that organization at all times.   Mo asks Linda Klein: What is your personal definition of business development? Adding value to a client's business by solving the problem. Service professionals often only look at a client's issue through the lens of their own expertise, but that's not the way to grow a business. Asking for the sale before solving the problem (or diagnosing the problem) isn't going to work. Linda looks for ways to solve client problems that keep them from growing their own business. Sometimes that means referring the client to someone else when the issue is outside her area of expertise. Linda starts solving the problem before a transaction has occurred. We can sense when someone is trying to sell us before any value has really been added to the relationship and it usually makes us want to run away. Go into the first meeting simply to get to know somebody instead of trying to close the sale. When you help someone achieve their goals, you feel great and you increase the odds of them turning into a paying client. When following up, think about who you could connect the person with and what the person said in the initial meeting that you continue the conversation with. If you have taken your time to get to know the industry your prospect is in, you will know where the pain points are and have opportunities to help. The number one thing you can do to be proactive in building relationships is writing down your top five to ten people that are important to your career and using that to make sure you're constantly being helpful.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com Mark_C_Harris@glic.com linkedin.com/in/mark-harris-9ba1b53 lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw

Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.   Mo asks Mark Harris: What is your personal definition of business development? Business development means something different to everybody. For Mark, it's all about helping people understand what their needs are (teaching) and then once you find that out it's helping them find the solution they need. Mark focuses on one phrase when going into the first meeting with someone, specifically being “humbly curious”. He's simply looking to understand what motivates someone and where they are coming from, and what's going to help them. Nobody wants to be sold, but everybody likes to buy, especially from people they like. Focusing on the sale is a short-term strategy. Sometimes the right thing is to not sell something. If things aren't a good fit now but might be later, being upfront and telling the prospect the truth is how you can build trust and empathy and secure a valuable long-term relationship. Ask as many questions as you can. When you can train your mind to ask questions and be humbly curious, the world is your oyster and you can bring value to that organization at all times.   Mo asks Linda Klein: What is your personal definition of business development? Adding value to a client's business by solving the problem. Service professionals often only look at a client's issue through the lens of their own expertise, but that's not the way to grow a business. Asking for the sale before solving the problem (or diagnosing the problem) isn't going to work. Linda looks for ways to solve client problems that keep them from growing their own business. Sometimes that means referring the client to someone else when the issue is outside her area of expertise. Linda starts solving the problem before a transaction has occurred. We can sense when someone is trying to sell us before any value has really been added to the relationship and it usually makes us want to run away. Go into the first meeting simply to get to know somebody instead of trying to close the sale. When you help someone achieve their goals, you feel great and you increase the odds of them turning into a paying client. When following up, think about who you could connect the person with and what the person said in the initial meeting that you continue the conversation with. If you have taken your time to get to know the industry your prospect is in, you will know where the pain points are and have opportunities to help. The number one thing you can do to be proactive in building relationships is writing down your top five to ten people that are important to your career and using that to make sure you're constantly being helpful.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com Mark_C_Harris@glic.com linkedin.com/in/mark-harris-9ba1b53 lklein@bakerdonelson.com linkedin.com/in/lindakleinlaw

Mo asks Craig Budner: When did you realize that business development is good? Craig's brother was a litigator and from an early age had his own firm. This taught Craig the necessity of creating a brand and cultivating referral sources in order to grow the firm. Craig took a slightly different path from his brother in that he joined one of the firms in Texas. It was there that he created the relationships and connections that made him realize the value of being an advisor to someone and not just on legal issues. After creating a relationship with one of the firm's important executive clients, a partner encouraged Craig to run with what he was doing. During his associate days, Craig learned the value of doing a great job for clients and nurturing relationships. When he understood that clients were actual multiple sources of revenue, and that if he could cultivate relationships with people directly in his path of work delivery, he started to get the first call. He was being trusted by the people in charge of important projects, and that gave him the opportunity to do more fun kinds of work. How do you advise others to think about business development? Demystifying business development is the first step. The characteristics of good parents, friends, and listeners are the characteristics that make a good business developer. It's not about the money at the end of the line, it's about growth and learning, and getting better at putting yourself in the shoes of someone else. What do you think about mutually beneficial relationships? You have to be a better listener than a talker to develop deep relationships. If you're always thinking about what you're going to say, you're not going to get enough information out of that relationship to make it mutually beneficial. Think about how you can be helpful to that person. You can leave a positive impression on that person by reflecting back that you have heard them and you're going to try to advance their issue.   Mo asks Bill Ruprecht: When did you first start thinking about business development as something important that you wanted to do? Bill spent many years in business when there were two kinds of business development. The first was a form of gunslinging more focused on extracting value and the second was centered around building more long term relationships. Inevitably, you come to realize that building relationships and adding relevance to potential customers is the way to go. There are three ways to differentiate a business: be an innovator and make things that no one has seen before, be cheap and provide the lowest cost service, or you can be customer centric and know more about your customers than anyone else in the world. Nobody should own a client. The team should always work together to get the job done well. If you have a lot of history with a client or they demand that a particular person is involved, that should be accepted. The end result of a deal is always a combination of relationship and price. In Bill's line of work, certain clients tend to push on price but that always makes things tougher. Chasing the margins on a deal down to the point where the service provider doesn't care about the outcome is always a poor choice. For another client, Bill tells the story of a semi-regular delivery of BLT sandwiches and how they were a barometer of the relationship. They may not have gotten the business because of the sandwiches, but they definitely didn't hurt.   Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.     Mentioned in this Episode: GrowBIGPlaybook.com craig.budner@klgates.com K&L Gates Client Conversations Podcast andrew.robertson@bbdo.com

Mo asks Craig Budner: When did you realize that business development is good? Craig's brother was a litigator and from an early age had his own firm. This taught Craig the necessity of creating a brand and cultivating referral sources in order to grow the firm. Craig took a slightly different path from his brother in that he joined one of the firms in Texas. It was there that he created the relationships and connections that made him realize the value of being an advisor to someone and not just on legal issues. After creating a relationship with one of the firm's important executive clients, a partner encouraged Craig to run with what he was doing. During his associate days, Craig learned the value of doing a great job for clients and nurturing relationships. When he understood that clients were actual multiple sources of revenue, and that if he could cultivate relationships with people directly in his path of work delivery, he started to get the first call. He was being trusted by the people in charge of important projects, and that gave him the opportunity to do more fun kinds of work. How do you advise others to think about business development? Demystifying business development is the first step. The characteristics of good parents, friends, and listeners are the characteristics that make a good business developer. It's not about the money at the end of the line, it's about growth and learning, and getting better at putting yourself in the shoes of someone else. What do you think about mutually beneficial relationships? You have to be a better listener than a talker to develop deep relationships. If you're always thinking about what you're going to say, you're not going to get enough information out of that relationship to make it mutually beneficial. Think about how you can be helpful to that person. You can leave a positive impression on that person by reflecting back that you have heard them and you're going to try to advance their issue.   Mo asks Bill Ruprecht: When did you first start thinking about business development as something important that you wanted to do? Bill spent many years in business when there were two kinds of business development. The first was a form of gunslinging more focused on extracting value and the second was centered around building more long term relationships. Inevitably, you come to realize that building relationships and adding relevance to potential customers is the way to go. There are three ways to differentiate a business: be an innovator and make things that no one has seen before, be cheap and provide the lowest cost service, or you can be customer centric and know more about your customers than anyone else in the world. Nobody should own a client. The team should always work together to get the job done well. If you have a lot of history with a client or they demand that a particular person is involved, that should be accepted. The end result of a deal is always a combination of relationship and price. In Bill's line of work, certain clients tend to push on price but that always makes things tougher. Chasing the margins on a deal down to the point where the service provider doesn't care about the outcome is always a poor choice. For another client, Bill tells the story of a semi-regular delivery of BLT sandwiches and how they were a barometer of the relationship. They may not have gotten the business because of the sandwiches, but they definitely didn't hurt.   Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.     Mentioned in this Episode: GrowBIGPlaybook.com craig.budner@klgates.com K&L Gates Client Conversations Podcast andrew.robertson@bbdo.com

Mo asks Craig Budner: When did you realize that business development is good? Craig's brother was a litigator and from an early age had his own firm. This taught Craig the necessity of creating a brand and cultivating referral sources in order to grow the firm. Craig took a slightly different path from his brother in that he joined one of the firms in Texas. It was there that he created the relationships and connections that made him realize the value of being an advisor to someone and not just on legal issues. After creating a relationship with one of the firm's important executive clients, a partner encouraged Craig to run with what he was doing. During his associate days, Craig learned the value of doing a great job for clients and nurturing relationships. When he understood that clients were actual multiple sources of revenue, and that if he could cultivate relationships with people directly in his path of work delivery, he started to get the first call. He was being trusted by the people in charge of important projects, and that gave him the opportunity to do more fun kinds of work. How do you advise others to think about business development? Demystifying business development is the first step. The characteristics of good parents, friends, and listeners are the characteristics that make a good business developer. It's not about the money at the end of the line, it's about growth and learning, and getting better at putting yourself in the shoes of someone else. What do you think about mutually beneficial relationships? You have to be a better listener than a talker to develop deep relationships. If you're always thinking about what you're going to say, you're not going to get enough information out of that relationship to make it mutually beneficial. Think about how you can be helpful to that person. You can leave a positive impression on that person by reflecting back that you have heard them and you're going to try to advance their issue.   Mo asks Bill Ruprecht: When did you first start thinking about business development as something important that you wanted to do? Bill spent many years in business when there were two kinds of business development. The first was a form of gunslinging more focused on extracting value and the second was centered around building more long term relationships. Inevitably, you come to realize that building relationships and adding relevance to potential customers is the way to go. There are three ways to differentiate a business: be an innovator and make things that no one has seen before, be cheap and provide the lowest cost service, or you can be customer centric and know more about your customers than anyone else in the world. Nobody should own a client. The team should always work together to get the job done well. If you have a lot of history with a client or they demand that a particular person is involved, that should be accepted. The end result of a deal is always a combination of relationship and price. In Bill's line of work, certain clients tend to push on price but that always makes things tougher. Chasing the margins on a deal down to the point where the service provider doesn't care about the outcome is always a poor choice. For another client, Bill tells the story of a semi-regular delivery of BLT sandwiches and how they were a barometer of the relationship. They may not have gotten the business because of the sandwiches, but they definitely didn't hurt.   Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.     Mentioned in this Episode: GrowBIGPlaybook.com craig.budner@klgates.com K&L Gates Client Conversations Podcast andrew.robertson@bbdo.com

Andrew Robertson, CEO of BBDO Worldwide, shares the key principles of business development success that every subject matter expert can immediately apply to their career. Learn how to ensure every business relationship is a triple win, the one BD strategy that will change the way you think about who to build relationships with, and why discipline is the most important factor in your ultimate success and why it's a skill that everyone can master.   Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.   Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.   Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.   Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.   Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Andrew Robertson, CEO of BBDO Worldwide, shares the key principles of business development success that every subject matter expert can immediately apply to their career. Learn how to ensure every business relationship is a triple win, the one BD strategy that will change the way you think about who to build relationships with, and why discipline is the most important factor in your ultimate success and why it's a skill that everyone can master.   Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.   Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.   Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.   Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.   Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: If you could wave a magic wand and record a video around business development and send it back to your younger self, what would it say? There is very little in business that is as satisfying as business and relationship development. Landing a client and then getting them big wins is fulfilling and it's a wonderful thing to be good at. Define victory as a series of steps, instead of an end result. This makes the journey rewarding and not just about the destination. If you can take the first step, which is the hardest, everything else gets easier. Start with the end goal in mind, and then break it down into the fundamental steps you need to make each day to achieve that goal, then celebrate when you take those steps. It doesn't guarantee success, but it makes it much more likely. You can't control whether a client will say yes, but you can control whether or not you ask them in the first place.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: Tell me a business development story that you're particularly proud of. Andrew tells the story of a client in London that BBDO had been working with for 20 years and how they lost most of that client's work after delivering a terrible piece starring John Cleese. Instead of bailing on the client completely, Andrew and the team decided to stick with the unglamorous work that remained and deliver excellent results for the client, knowing that eventually, the rival company that won their former work would stumble. By sticking with the client, they had the opportunity three years later to offer a new brand campaign, which was informed by the fact that they were still involved in the business and understood their needs. Andrew signed Jamie Oliver, who wasn't quite famous yet, after scouring London on Easter weekend physically to find him, and landed the business again. Andrew learned three key lessons from the experience: be gracious on the way out, treat a rejection as a “not for now,” not a never, and the devil you know is better than the devil you don't. Even when you get fired, those relationships are still valuable and worth keeping alive. We show our true selves much more in defeat than in easy victories. How you behave during the bad times says much more about your character than when things are good. People are human, and it's always hard to fire someone you've built a relationship with. Don't make it harder than it needs to be, and keep adding value to the relationship after the fact. How you behave afterward will be remembered. Even if you don't win a project, that's an opportunity to ask for feedback and give the prospect the opportunity to stay in touch. One loss is not the end, it's the beginning of the next potential project.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: What is your favorite science, step, or story from the GrowBIG Training or Snowball System? Writing down the seven relationships that are the most important to growing the business was a technique that changed the way Andrew thought about business development. Andrew has a lot of great relationships with CEOs in various other businesses, but a lot of them didn't start out at the top. Those relationships were nurtured over time with people that moved up in their organizations or moved around in their industry. Think about how you got into your position and where people are right now that you can connect with. When asked to list our most important relationships, we tend to think of our best current relationships by default, but that's the wrong approach. We should think about the relationships that will have the most impact on our business first. The number seven forces you to make choices and really identify those relationships that will move the needle. Your list should contain people you have a relationship with, people you don't know but would like to have a relationship with, and the people you need to have a relationship with who won't necessarily send you business directly but can help you find it elsewhere. You only have a limited amount of time, so you need to be clear on your priorities, not just around what you do but who the most important people are. Create a shortlist and give yourself a short timeframe to connect and advance the relationship with those people. If someone is not going to make an impact, it's better to figure that out in three months rather than three years. Be thoughtful. Sit on the other side of the desk and empathize with the person you're trying to build a relationship with.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: What is your personal definition of business development? Business development at its best is win/win/win. Your business wins, the client wins, and thirdly, the client is winning so much that they become your best business development ambassador. Raving fans turn into your own personal sales force. Focusing on the win for the client secures the win for the business. If your client wins enough, they become predisposed to become a raving fan, but you still have to ask for it. Do something for them that gets them something of value and gets you even more. Don't assume it will happen automatically. First, recognize that the person you are working with is a person and not just a job title. They have interests and frustrations, and when you understand that there is something you can engage with together. Dinner is a great opportunity to connect with someone outside of the confines and constraints of the work. You can also find a time to accompany them on another aspect of their work and learn more about what they do and what they care about in a way that's not structured like a meeting. The best conversations you can have with a client are the ones where you do 20% of the talking. Figure out questions to act as a stimulus and get them talking. There is value and benefit for people in just having the opportunity to talk.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Mo asks Andrew Robertson: When did you first realize that business development or relationship development was a good thing? The first time Andrew realized business development was fundamentally about discipline was while working as a barman in Maidenhead where he learned how to connect with people and build rapport very quickly. It was there he met an insurance broker that offered him a job. As a student working in the evenings, Andrew learned that if he made 100 phone calls on Monday night he could line up 10 meetings for the rest of the week, which would usually result in 3 sales. He started experimenting with the approach he was taught and learned two important lessons very quickly. The method he was taught was tried and tested, and if he didn't do the work of making the calls, he didn't get the results he needed. No one else was going to make those calls if he didn't do it. He wasn't in the relationship-building business yet, that came later. Andrew learned the importance of discipline and trusting the process. The idea that people are born with the habits that make them successful is incorrect. Discipline can be learned like any area of expertise. The most important thing is to get a meeting, not to have everything prepared. Don't get ahead of yourself. If you focus on the delivery first, you'll never set the meeting in the first place. You need to pick up the phone and offer them something valuable and interesting as quickly as you can. That's how you earn the time to develop a relationship afterward. Pulling insights from other proposals and using them to intrigue other prospects enough to get a meeting is a good example of an offer that gets people interested. You don't always have to go straight to the ultimate decision maker. Getting a meeting with a mid-level manager can be a great opportunity too. Every meeting is useful in learning more about the company or the industry.     Mentioned in this Episode: GrowBIGPlaybook.com andrew.robertson@bbdo.com

Cajun Catholics ft. Andrew Robertson 4-25-22 (159) by Cajun Catholics