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The Win Without Pitching Manifesto
A manifesto of business practices for those who sell ideas and advice, The Win Without Pitching Manifesto lays out twelve steps--in the form of proclamations--that owners of creative businesses can take to distance themselves from their competition, regain the high ground in their client relationships and learn to win business without first parting with their thinking or writing lengthy proposals. The twelve proclamations were written to inspire owners of independent creative businesses ( design firms & advertising agencies) to rethink how their services are bought and sold. Anyone who sells ideas or advice will find relevance in their teachings.
144 pages, Hardcover
First published July 6, 2010
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January 19, 2024
This book tells how creative firms can win business by being expert consultants instead of pitching. It also tells how to walk clients through the sales process and how to charge more, and provides other valuable advice. There are 12 proclamations in this "Manifesto of Business Practices for Creative Firms." The writing is intelligent, confident, professional, and sophisticated.
The Twelfth Proclamation contains an excellent summary:
I feel that the proclamations are easier for established firms to follow than those that haven't yet built up a strong reputation.
I read this because it was recommended by The Freelancers Show. I read it online. Following are my notes for several of the proclamations.
We Will Specialize
"Expertise is the only valid basis for differentiating ourselves from the competition. Not personality. Not process. Not price. When the client has few alternatives to our expertise then we can dictate pricing, we can set the terms of the engagement and we can take control."
We Will Replace Presentations with Conversations
"Presentation, like pitch, is a word that we will leave behind as we seek conversation and collaboration in their place."
"Practitioners do not present. Stars do not audition."
Strategy First: "We will not develop, nor share with the client, creative of any kind before the challenge has been diagnosed and the strategy prescribed and agreed to."
Continuous Reference to Strategy: "Immediately prior to presenting any creative, we will review the agreed upon strategy with the client."
Freedom of Execution: "We welcome the client’s input on the strategy and in exchange we ask him to grant us the freedom to explore various ways of executing it."
Fewer Options of Better Quality: "When we present creative options we will strive to limit them to as few as practical. There is an inverse correlation between the quantity of creative options we present to the client and the confidence we have in their quality. When we present options we will recognize our obligation to recommend one over the others.
Only We Present Our Work: "Whenever our diagnostic findings, strategic recommendations or creative solutions are presented to anyone in our client companies, it will be personnel from our firm that does so."
Presentations (in which one party tries to convince the other to hire them) build buying resistance; conversations (in which both parties endeavor to make an honest assessment of the fit between one’s need and the other’s expertise) lower it.
"It is not our objective to sell, convince or persuade. It is simply to determine if there exists a fit suitable enough to merit a next step."
"Move from the presenter/complier role to that of the expert practitioner. This we do as a doctor or lawyer would, through conversation and collaboration and not through presentation."
We Will Diagnose Before We Prescribe
Fully diagnose the client’s challenge before prescribing solutions.
4 phases in client engagements
1. Diagnose problem/opportunity
2. Prescribe therapy
3. Apply therapy
4. Reapply therapy as necessary
"A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more. Formalized diagnostic processes are such tools."
We Will Rethink What it Means to Sell
3 selling steps, based on client’s place in buying cycle
1. Help the unaware
2. Inspire the interested
3. Reassure those who have formed intent
"The very best salespeople are respectful, selective facilitators of change. They help people move forward to solve their problems and capitalize on their opportunities. The rest talk people into things."
Take the long road of helping future clients, over time, to see that perhaps they do have a problem. Do this primarily through thought leadership—our writings on our area of expertise.
"We can build a business with enough people saying no to us every week, provided many of them agree to subscribe to our thought leadership and we are diligent about future follow-up."
Closing is all about reassuring. When a prospect asks for a written proposal containing free recommendations, his primary motivation is fear of making a mistake. Find other ways to offer reassurance, such as phased engagements, pilot projects, money-back guarantees and case studies.
The Four Priorities of Winning New Business
1. Win Without Pitching: "secure the business before it gets to a defined, competitive selection process"
2. Derail the Pitch: "… get the client to put his process aside and take an alternative first step with us."
3. Gain The Inside Track: participate in the prospect's process, but constantly gauge whether prospect is willing to treat you differently and grant the inside track ("inside information or access to hard-to-reach decision makers.")
4. Walk Away: "Good prospective clients who recognize and value our expertise will grant us one of the above." If a prospect won't, walk away.
We Will Do With Words What We Used to Do With Paper
"We are not trying to talk the client into hiring us, and where we invite him to say no early and often."
If the prospect isn’t committed to a future date or event, then "the written proposal is not the tool to help propel him forward. If the engagement has not yet moved from his wish list to his to-do list, then it is still inspiration he seeks. … We are better off in these cases exploring our previous work for examples of inspiration, or examining with him his competitor’s work or other best practices from further afield. Sometimes such explorations merit a small paid discovery engagement, and sometimes they are merely part of the conversations in the buying cycle."
"We do not begin to solve our clients’ problems before we are engaged. … Doctors charge for MRIs. Accountants charge for audits. Lawyers charge for discovery. And we charge for our diagnostic work as well … our clients pay us to write proposals via a phased sale that begins with a diagnostic."
We Will Be Selective
"If we are to build a lucrative expert firm then we must regain this balance of a small number of high-quality clients. Once regained, we must accept that our client base will turn over and we must understand that this churn is healthy."
"If the opportunity is right and we retreat just a little, the client is likely to follow. The retreat-and-follow is an important test of how much the client recognizes and values our expertise."
"We want to develop the habit of putting on the table for early discussion these or any other concerns we, or the client, might have."
Raise the objections first. Instead of waiting to hear, “You seem expensive,” we might say, “I’m a little concerned about the ability an organization of your size has to afford us.”
We Will Build Expertise Rapidly
"The skills we must possess or acquire in order to succeed in a differentiated creative enterprise are," in order:
1. consulting (problem-solving, advising, leading client through engagement)
2. writing (blog, newsletter, published articles, thought papers, books, etc.)
3. creative work (often the commodity)
We Will Not Solve Problems Before We Are Paid
"If we do not value our thinking, the client will not. How can we diagnose and prescribe for free one minute, and later ask for hundreds or thousands of dollars for similar thinking?"
"… there is a line that separates proving our ability to solve the client’s problem from actually solving his problem. We shall not be lured into crossing over this line before we are paid."
State with polite conviction, "It is our policy to not begin to solve our clients’ problems before we are engaged."
"… we should not progress so far as to share our diagnosis with the client before we are hired and appropriately paid."
We Will Address Issues of Money Early
"If we were to accept even half of the project work that comes to us, then we would find ourselves aimlessly building a tactical firm burdened by too many small clients and projects, with the commensurate challenges of poorer financial reward and less fulfillment."
We Will Refuse to Work at a Loss
Profit margins are higher in the first two phases (diagnose and prescribe) than in the last two (apply and reapply). Our thinking is the value-added differentiator in the first two phases.
We Will Charge More
"… to our clients, the smallest invoices are the most annoying. Through charging more we will create more time to think on behalf of our clients and we will eliminate the need to invoice for changes and other surprises. … Firms like ours are not fired over the large invoices for strategic work; they are fired over the small invoices for tactical work. It is the change order that creates the resentment that builds until the relationship snaps."
"We must price our upfront work, right up to the first creative deliverable, in big round numbers that end in zeros, and thus clearly imply that our pricing for these services has little to do with the hours it takes to deliver them. For the reapplication work that follows, we are free to charge by the hour."
The Twelfth Proclamation contains an excellent summary:
"We will see ourselves as professional practitioners who bring real solutions to our clients’ business problems. We will seek respect above money, for only when we are respected as experts will we be paid the money we seek."I especially like the approach to sales as the expert practitioner determining fit, rather than as the persuader.
I feel that the proclamations are easier for established firms to follow than those that haven't yet built up a strong reputation.
I read this because it was recommended by The Freelancers Show. I read it online. Following are my notes for several of the proclamations.
We Will Specialize
"Expertise is the only valid basis for differentiating ourselves from the competition. Not personality. Not process. Not price. When the client has few alternatives to our expertise then we can dictate pricing, we can set the terms of the engagement and we can take control."
We Will Replace Presentations with Conversations
"Presentation, like pitch, is a word that we will leave behind as we seek conversation and collaboration in their place."
"Practitioners do not present. Stars do not audition."
Strategy First: "We will not develop, nor share with the client, creative of any kind before the challenge has been diagnosed and the strategy prescribed and agreed to."
Continuous Reference to Strategy: "Immediately prior to presenting any creative, we will review the agreed upon strategy with the client."
Freedom of Execution: "We welcome the client’s input on the strategy and in exchange we ask him to grant us the freedom to explore various ways of executing it."
Fewer Options of Better Quality: "When we present creative options we will strive to limit them to as few as practical. There is an inverse correlation between the quantity of creative options we present to the client and the confidence we have in their quality. When we present options we will recognize our obligation to recommend one over the others.
Only We Present Our Work: "Whenever our diagnostic findings, strategic recommendations or creative solutions are presented to anyone in our client companies, it will be personnel from our firm that does so."
Presentations (in which one party tries to convince the other to hire them) build buying resistance; conversations (in which both parties endeavor to make an honest assessment of the fit between one’s need and the other’s expertise) lower it.
"It is not our objective to sell, convince or persuade. It is simply to determine if there exists a fit suitable enough to merit a next step."
"Move from the presenter/complier role to that of the expert practitioner. This we do as a doctor or lawyer would, through conversation and collaboration and not through presentation."
We Will Diagnose Before We Prescribe
Fully diagnose the client’s challenge before prescribing solutions.
4 phases in client engagements
1. Diagnose problem/opportunity
2. Prescribe therapy
3. Apply therapy
4. Reapply therapy as necessary
"A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more. Formalized diagnostic processes are such tools."
We Will Rethink What it Means to Sell
3 selling steps, based on client’s place in buying cycle
1. Help the unaware
2. Inspire the interested
3. Reassure those who have formed intent
"The very best salespeople are respectful, selective facilitators of change. They help people move forward to solve their problems and capitalize on their opportunities. The rest talk people into things."
Take the long road of helping future clients, over time, to see that perhaps they do have a problem. Do this primarily through thought leadership—our writings on our area of expertise.
"We can build a business with enough people saying no to us every week, provided many of them agree to subscribe to our thought leadership and we are diligent about future follow-up."
Closing is all about reassuring. When a prospect asks for a written proposal containing free recommendations, his primary motivation is fear of making a mistake. Find other ways to offer reassurance, such as phased engagements, pilot projects, money-back guarantees and case studies.
The Four Priorities of Winning New Business
1. Win Without Pitching: "secure the business before it gets to a defined, competitive selection process"
2. Derail the Pitch: "… get the client to put his process aside and take an alternative first step with us."
3. Gain The Inside Track: participate in the prospect's process, but constantly gauge whether prospect is willing to treat you differently and grant the inside track ("inside information or access to hard-to-reach decision makers.")
4. Walk Away: "Good prospective clients who recognize and value our expertise will grant us one of the above." If a prospect won't, walk away.
We Will Do With Words What We Used to Do With Paper
"We are not trying to talk the client into hiring us, and where we invite him to say no early and often."
If the prospect isn’t committed to a future date or event, then "the written proposal is not the tool to help propel him forward. If the engagement has not yet moved from his wish list to his to-do list, then it is still inspiration he seeks. … We are better off in these cases exploring our previous work for examples of inspiration, or examining with him his competitor’s work or other best practices from further afield. Sometimes such explorations merit a small paid discovery engagement, and sometimes they are merely part of the conversations in the buying cycle."
"We do not begin to solve our clients’ problems before we are engaged. … Doctors charge for MRIs. Accountants charge for audits. Lawyers charge for discovery. And we charge for our diagnostic work as well … our clients pay us to write proposals via a phased sale that begins with a diagnostic."
We Will Be Selective
"If we are to build a lucrative expert firm then we must regain this balance of a small number of high-quality clients. Once regained, we must accept that our client base will turn over and we must understand that this churn is healthy."
"If the opportunity is right and we retreat just a little, the client is likely to follow. The retreat-and-follow is an important test of how much the client recognizes and values our expertise."
"We want to develop the habit of putting on the table for early discussion these or any other concerns we, or the client, might have."
Raise the objections first. Instead of waiting to hear, “You seem expensive,” we might say, “I’m a little concerned about the ability an organization of your size has to afford us.”
We Will Build Expertise Rapidly
"The skills we must possess or acquire in order to succeed in a differentiated creative enterprise are," in order:
1. consulting (problem-solving, advising, leading client through engagement)
2. writing (blog, newsletter, published articles, thought papers, books, etc.)
3. creative work (often the commodity)
We Will Not Solve Problems Before We Are Paid
"If we do not value our thinking, the client will not. How can we diagnose and prescribe for free one minute, and later ask for hundreds or thousands of dollars for similar thinking?"
"… there is a line that separates proving our ability to solve the client’s problem from actually solving his problem. We shall not be lured into crossing over this line before we are paid."
State with polite conviction, "It is our policy to not begin to solve our clients’ problems before we are engaged."
"… we should not progress so far as to share our diagnosis with the client before we are hired and appropriately paid."
We Will Address Issues of Money Early
"If we were to accept even half of the project work that comes to us, then we would find ourselves aimlessly building a tactical firm burdened by too many small clients and projects, with the commensurate challenges of poorer financial reward and less fulfillment."
We Will Refuse to Work at a Loss
Profit margins are higher in the first two phases (diagnose and prescribe) than in the last two (apply and reapply). Our thinking is the value-added differentiator in the first two phases.
We Will Charge More
"… to our clients, the smallest invoices are the most annoying. Through charging more we will create more time to think on behalf of our clients and we will eliminate the need to invoice for changes and other surprises. … Firms like ours are not fired over the large invoices for strategic work; they are fired over the small invoices for tactical work. It is the change order that creates the resentment that builds until the relationship snaps."
"We must price our upfront work, right up to the first creative deliverable, in big round numbers that end in zeros, and thus clearly imply that our pricing for these services has little to do with the hours it takes to deliver them. For the reapplication work that follows, we are free to charge by the hour."
May 30, 2020
So thrilled to be able to say that I've read this book, almost like a life accomplishment!
The Win Without Pitching Manifesto is considered a masterpiece among creatives who seek to have a respectful, profitable, and a fulfilling business in the field, such as design. It primarily discusses how to have the best client-creative relationship without having to lose your worth/value, money and time, all in under 12 proclaims– almost like statements.
The amount of knowledge and awareness you gain is invaluable and extremely important for every creative.
The Win Without Pitching Manifesto is considered a masterpiece among creatives who seek to have a respectful, profitable, and a fulfilling business in the field, such as design. It primarily discusses how to have the best client-creative relationship without having to lose your worth/value, money and time, all in under 12 proclaims– almost like statements.
The amount of knowledge and awareness you gain is invaluable and extremely important for every creative.
March 23, 2017
This is a must read for any creative services company. Especially in the first 1-3 years of business. We do much of what the book preaches now (7 years in) but it was a great reminder of how to operate and I still took away some good actionable items.
April 20, 2019
To the point and a brilliant read for a creative to learn and assert themselves in the business world. Can refer back to it many times too as it is well-structured and easy to refer to.
July 12, 2021
Great points and key to know.
Will be listening to this again and probably again after that.
Will be listening to this again and probably again after that.
October 4, 2022
This is a GREAT book for creative people that feel that going into business is "selling out".
If you struggle with finding a balance between creating and selling your creations, this is the book for you.
This book will help you rethink how you approach your marketing and sales. It will reframe the stories you were telling yourself about how sales can be manipulative. Also, it will help you embrace the process by also disproving the typical belief that if "you build it they will come".
Promotion is an important component in every business and this book will help you do it in the right way.
Flow: 5/5, you can read it in a day or two.
Actionability: 4/5, although it's now a how-to book, it shares A LOT of actionable advice.
Mindset: 5/5, it will change the way you think about "sales".
Some of My Highlights:
"If we are not seen as more expert than our competition then we will be viewed as one in a sea of many..."
"We are hired for our expertise and not our service."
"Among other things, those responsibilities include the need to generate a profit above and beyond the salaries we pay ourselves. It is from this profit that we build strength and create many forms of possibilities for ourselves and everyone involved in our enterprise."
"We will not develop, nor share with the client, creative of any kind before the challenge has been diagnosed and the strategy prescribed and agreed to."
"One of the benefits we bring to our clients is the advantage of an outside perspective, one that is not saddled with perceptions or bias or a hidden agenda."
"Presenting is a tool of swaying, while conversing is a tool of weighing."
"Our mission is to position ourselves as the expert practitioner in the mind of the prospective client."
"It is not our job to convince the client to hire us via presentation or any other means."
"...each and every interaction in the buying cycle is simply to see if there is a fit between the client's need and our expertise suitable enough to take a next step."
"Our mission is to position; our objective is to determine a fit."
"...and we will never put our clients or ourselves in the position where we are prescribing solutions without first fully diagnosing the client's challenge."
"Just because it is in the client's nature to lear, does not mean he should be allowed to do so at all times."
"A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more."
"Making things and selling things are the two basic functions in business. For our business to succeed we must succeed at both."
2nd Time, New Highlights:
"Not everyone has the heart or stomach for revolution."
"Positioning is strategy articulated and then proven."
"Winning while charging more is the ultimate benefit and key indicator of effective positioning."
"Presentation, like pitch, is a word that we will leave behind as we seek conversation and collaboration in their place."
"...convincing has no place in selling."
"...how we sell shapes what we sell."
"The lesson is that the most successful clients, whether owners or executives, have achieved their success in part because of their ability to take control - their ability to rise above and orchestrate others. This is their strength; and even though it is not always in their best interest, it is in their nature."
"No matter how good we are there will be times when we are required to sell."
"The interested future client looks for inspiration to move forward."
If you struggle with finding a balance between creating and selling your creations, this is the book for you.
This book will help you rethink how you approach your marketing and sales. It will reframe the stories you were telling yourself about how sales can be manipulative. Also, it will help you embrace the process by also disproving the typical belief that if "you build it they will come".
Promotion is an important component in every business and this book will help you do it in the right way.
Flow: 5/5, you can read it in a day or two.
Actionability: 4/5, although it's now a how-to book, it shares A LOT of actionable advice.
Mindset: 5/5, it will change the way you think about "sales".
Some of My Highlights:
"If we are not seen as more expert than our competition then we will be viewed as one in a sea of many..."
"We are hired for our expertise and not our service."
"Among other things, those responsibilities include the need to generate a profit above and beyond the salaries we pay ourselves. It is from this profit that we build strength and create many forms of possibilities for ourselves and everyone involved in our enterprise."
"We will not develop, nor share with the client, creative of any kind before the challenge has been diagnosed and the strategy prescribed and agreed to."
"One of the benefits we bring to our clients is the advantage of an outside perspective, one that is not saddled with perceptions or bias or a hidden agenda."
"Presenting is a tool of swaying, while conversing is a tool of weighing."
"Our mission is to position ourselves as the expert practitioner in the mind of the prospective client."
"It is not our job to convince the client to hire us via presentation or any other means."
"...each and every interaction in the buying cycle is simply to see if there is a fit between the client's need and our expertise suitable enough to take a next step."
"Our mission is to position; our objective is to determine a fit."
"...and we will never put our clients or ourselves in the position where we are prescribing solutions without first fully diagnosing the client's challenge."
"Just because it is in the client's nature to lear, does not mean he should be allowed to do so at all times."
"A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more."
"Making things and selling things are the two basic functions in business. For our business to succeed we must succeed at both."
2nd Time, New Highlights:
"Not everyone has the heart or stomach for revolution."
"Positioning is strategy articulated and then proven."
"Winning while charging more is the ultimate benefit and key indicator of effective positioning."
"Presentation, like pitch, is a word that we will leave behind as we seek conversation and collaboration in their place."
"...convincing has no place in selling."
"...how we sell shapes what we sell."
"The lesson is that the most successful clients, whether owners or executives, have achieved their success in part because of their ability to take control - their ability to rise above and orchestrate others. This is their strength; and even though it is not always in their best interest, it is in their nature."
"No matter how good we are there will be times when we are required to sell."
"The interested future client looks for inspiration to move forward."
May 23, 2015
I love that the author wrote this from Kaslo! I lived in that tiny BC town for half a year when I was six years old, and it was a foundational little adventure. And since I live with my family in a medium-sized BC town right now, working remotely for clients, doing writing and thinking work, this is a nice fit.
I've been thinking a lot about structure and pricing for creative firms, as I think about the opportunities for the agency I work with. This book came at a helpful time. I'm not directly in a sales role, though, so in some ways, it fluttered just left of my head. The ideal audience is definitely a sales-leadership role in a creative firm.
Enns made the thematic and structural choice for this book to write it entirely in "we" statements, or proclamations, of which there are 12. It has the vibe of certainty, of time-worn experience creating some trustworthy principles. But it also means we don't get to hear any personal stories from Enns' actual experience, though, and it sounds like there could be some awesome anecdotes from contracts gone wrong.
Enns' path is also one of control. He wants to be "in charge" of the client relationship, to show strength, and to not be screwed over. I understand that, but suggest there may be a path available that involves more collaboration, openness and empathy, instead of ratcheting up prices and control. The proclamation "We Will Replace Presentations With Conversations" is the closest thing Enns presents as an empathetic approach.
I appreciate the direction of the book, and think Enns is helpfully and boldly addressing some old assumptions that need taking apart. But the act of rebuilding an approach for a creative firm? I'm optimistic there is an even bolder, more open approach, where Client AND Vendor "win without pitching," not just the vendor.
I've been thinking a lot about structure and pricing for creative firms, as I think about the opportunities for the agency I work with. This book came at a helpful time. I'm not directly in a sales role, though, so in some ways, it fluttered just left of my head. The ideal audience is definitely a sales-leadership role in a creative firm.
Enns made the thematic and structural choice for this book to write it entirely in "we" statements, or proclamations, of which there are 12. It has the vibe of certainty, of time-worn experience creating some trustworthy principles. But it also means we don't get to hear any personal stories from Enns' actual experience, though, and it sounds like there could be some awesome anecdotes from contracts gone wrong.
Enns' path is also one of control. He wants to be "in charge" of the client relationship, to show strength, and to not be screwed over. I understand that, but suggest there may be a path available that involves more collaboration, openness and empathy, instead of ratcheting up prices and control. The proclamation "We Will Replace Presentations With Conversations" is the closest thing Enns presents as an empathetic approach.
I appreciate the direction of the book, and think Enns is helpfully and boldly addressing some old assumptions that need taking apart. But the act of rebuilding an approach for a creative firm? I'm optimistic there is an even bolder, more open approach, where Client AND Vendor "win without pitching," not just the vendor.
February 12, 2022
Талановиті люди мають свої секрети успіху. Парадокс у тому, щоб довести, що ти талант - ти маєш розкрити свої секрети. Це автоматично тебе знецінює та переводить з низки талантів до буденності.
Пітчінг - це розкриття секретів твого таланту, безплатне надання своїх ідей з метою їх продажу чи схвалення, зазвичай на конкурсній основі, що керується умовами замовника.
Для того щоб продати свою ідею, необхідно її рекламувати - зробити пітчинг, розкрити свою ідею, що зразу її знецінює, тому що це вже не секрет. Це ділема - як доказати, що ти творча людина не розкриваючи секрет свого таланту.
Автор проти пітчингу. Він пропонує свої 12 заповідей, реалізація яких вимагає сміливості, впевненості та трохи божевілля для будування свого креативного бізнесу.
Потужна книжка. І ця потужність починається з першого абзацу.
«Сили, що керують творчими професіями, спрямовані проти митця. Ці сили змушують його віддати свою працю безкоштовно - щоб довести, що він гідний того чи іншого завдання. Цього вимагають клієнти. Із цим миряться дизайнери, артдиректори, письменники та інші представники творчих професій. Проти цього безпорадні галузеві асоціації. А найбільші винуватці сходяться докупи на конференціях та повчають нас, як робити це краще.»
Пітчінг - це розкриття секретів твого таланту, безплатне надання своїх ідей з метою їх продажу чи схвалення, зазвичай на конкурсній основі, що керується умовами замовника.
Для того щоб продати свою ідею, необхідно її рекламувати - зробити пітчинг, розкрити свою ідею, що зразу її знецінює, тому що це вже не секрет. Це ділема - як доказати, що ти творча людина не розкриваючи секрет свого таланту.
Автор проти пітчингу. Він пропонує свої 12 заповідей, реалізація яких вимагає сміливості, впевненості та трохи божевілля для будування свого креативного бізнесу.
Потужна книжка. І ця потужність починається з першого абзацу.
«Сили, що керують творчими професіями, спрямовані проти митця. Ці сили змушують його віддати свою працю безкоштовно - щоб довести, що він гідний того чи іншого завдання. Цього вимагають клієнти. Із цим миряться дизайнери, артдиректори, письменники та інші представники творчих професій. Проти цього безпорадні галузеві асоціації. А найбільші винуватці сходяться докупи на конференціях та повчають нас, як робити це краще.»
March 31, 2017
Good stuff here. Anyone running a creative business or thinking of starting one should read this.
July 2, 2021
I can’t stress enough how much this book has helped me change my mindset with regards to engaging with clients and pricing my strategy and creative deliverables 😩😩😩 I have been putting too little value on myself and my abilities as an illustrator 😓😓😓 I cringe looking back at how much I used to stoop down to nuisance clients and apologize for raising my rates 😫
Chris Do from The Futur has been recommending this book to everyone and I finally checked it out; and you know what, he has every right to rave about this book and Blair Enns 🙌🙌🙌 There are so many nuggets of wisdom on every page, I feel like I’ve highlighted almost every line 😂
This is one of those books that I can guarantee I will reread and refer to when I finally open my illustration business 😤😤😤✊✊✊ Blair Enns, you are a gift to the world 🙏🙏🙏
Chris Do from The Futur has been recommending this book to everyone and I finally checked it out; and you know what, he has every right to rave about this book and Blair Enns 🙌🙌🙌 There are so many nuggets of wisdom on every page, I feel like I’ve highlighted almost every line 😂
This is one of those books that I can guarantee I will reread and refer to when I finally open my illustration business 😤😤😤✊✊✊ Blair Enns, you are a gift to the world 🙏🙏🙏
September 1, 2021
This book is worth more than gold.
A classic that will be on my shelf forever, maybe even when my shelf becomes my great grandchild's shelf.
Blair Enns has managed to distill the business of art into clear philosophies that can be applied practically in my everyday creative work life. It's given me permission and the requirement that I think about my work how I've always wanted to, while making me aware of the weaknesses that can have and how to watch out for them.
It's rare you read a book, that is as pure and strong as this one. 10/10
A classic that will be on my shelf forever, maybe even when my shelf becomes my great grandchild's shelf.
Blair Enns has managed to distill the business of art into clear philosophies that can be applied practically in my everyday creative work life. It's given me permission and the requirement that I think about my work how I've always wanted to, while making me aware of the weaknesses that can have and how to watch out for them.
It's rare you read a book, that is as pure and strong as this one. 10/10
October 24, 2021
"When you find yourself in the side of the majority. It is time to pause and reflect." - Mark Twain
I. We Will Specialize
It is expertise and expertise alone which will give you a position of power over your client.
If clients have many alternatives, they drive the price, and you will provide ideas for free. If clients do not have many alternatives, you will drive the price.
Of uttermost importance is positioning and it is a key step in the business development success. With positioning, we will reduce or eliminate the competition.
How to position?
1. Choose a focus. (Our most difficult Business Decision)
2. Articulate the focus with a consistent claim of expertise.
3. Fill the missing skills and capabilities to support our new claims.
A good positioning gives you: sales advantage, price premium, control.
!!-We are not paid for our service, we are paid for our expertise. And also, the customer is not always right.
When wanting to have open options. We must be narrow. We must walk through one door and close it. Only then we can see that new doors lie ahead, but the first we should close it.
Until we make a brave decision, we will complain about the market or about the clients, when the problem was us since the beginning.
II. We Will Replace Presentations with Conversations
Step One: Improving Collaboration with Existing Clients
Strategy First - We will agree with the client on the strategy before any creative development begins.
Continous Reference to the Strategy
Freedom of Execution - The client gives suggestions, but never dictates. The designer should have the freedom to explore and execute.
Fewer Options, Better Quality.
Step Two: Eliminating Big Reveals in the Buying Cycle
When presenting, we give our ideas for free and we opt for somebody to hire us. When we converse, we come to an agreement that if we work together, both parties will be well served.
IMPORTANT ASPECTS OF BUYING CYCLE
!!-Our mission is positioning (Purpose, Calling). We will not sacrifice any short-term gains, if we do not position to our clients as the expert practitioner.
!!-Our objective is determining the fit. We are not here to persuade, convince or sell.
Think of the role as the role of the doctor or lawyer, not as the role of presenter/commander. Be free of your own need to present.
III. We Will Diagnose Before We Prescribe
When clients come self-diagnosed, the best approach should be: "You may be right, but let's see for sure".
!!-Make stepping over and taking control with a diagnostic process, rather than client's self-diagnosis, a second nature. It is your strength.
!!-A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more.
IV. We Will Rethink What It Means to Sell
For a business to succeed it should be good at making things and selling things.
!!-We sell ideas and advice, the very content of our heads.
If did not specialize and set ourselves apart from our competitor, we are left with convincing.
!!-As we progress in the buying cycle, our role as a salesperson should be first helping (the client to be aware of his problems), second (inspiring and motivating to solving the problem), thirdly reassuring to act on his intent to solve the problem (with us).
1. Through thought lidership, you educate clients and it helps them to get at you. However, thought lidership is not persuasion. Always write, cause experts always write. In this way you help the unaware client.
2 Portfolios are inspiration. They can be beautiful outcomes and can also be of somebody elses's, but it helps to inspire the interested client.
3. In the end of buying cycle, clients need reassurance. Hence, we should do exactly that, but we should focus on their motivation, rather than their request to fulfill this need.
Seek those that see a fit between thier needs and our expertise, and are willing to leave us the lead of engagement.
V. We Will Do With Words What We Used To Do With Paper
Leave out persuasion, presentation, pitching and papers (contract).
The poper/conteact is produced only when the agreement is reached.
The more heavily invested we are during the sale, the less likely the client will tell us what he is really thinking.
Value=Qulity/Price. In most cases clients are uncertain of the quality, but your expertise should do the work. Avoid providing reference of services, process and the price. Things speak for itself.
We do not begin to solve problems before we are engaged. Rememeber: Always charge for diagnostics phase (finding and reccomendations).
VI. We Will Be Selective
Selectivity is the defining charcterisitc of an expert. We will hold our credibility to our yes.
!!-"Speak softly and people lean towards you. Speak loudly and they lean away".
The narrower our claim of expertise, the bigger our integrity. The claim of expertise build us credibility.
Who are we without our passion? We should walk away when we are not seen as the expert. Beginnings are always hard.
VII. We Will Build Expertise Rapidly
!!!-The truth about average people is that, regardless what they claim to want, they will avoid difficult decisions or undesirable tasks even thought they represent the path to what they want.
!!-We do not need to be faster, smarter or more creative than other firms, only more focused. Start with focus.
Write. As previously cited. Writing is neccessary, especially writing on what you do. It should be an exercise, and it will cement your expertise.
VIII. We Will Not Solve Problems Before We Are Paid
Every client reserves the right to change his mind until he is prtes with his money.
!-Always reassure as the buyer's remorse is inevitable.
1/3 to 1/2 of total engagemt payment is appropriate to be charged for the first engagement.
IX. We Will Address Issues With Money Early
!!-Minimum Level of Engagement: Set a yearly income for you and the number of clients you want to work. Then, that is you minimum levele of engagement. Communicate this to every client. MLE can be flexible at times, but never flexible without it being spoken as it diminishes your criteria of selectivity.
Project work (waiving the MLE) is permisable in case you have the capacity, if it is profitable, if you do not need to compete, if it sears the opportunity to bigger projects and if it does not interfere with clients which you have included in your MLE.
X. We Will Refuse to Work At a Loss
4 Step Model: Diagnose, prescribe, apply and reapply.
!!-Your highest value offering to client's will be bringing to them new perspective and understaning to their problem.
!!-Negotiating success goes to the party most comfortable talking about money. By talking about money issues as early and as often as possible, we make sure that that party is us.
Charity whose causes align with our values; we will work unselfishly and purely for fulfillment.
Trading expertise for profit (working cheaply or for free) for a period of time is valid and should be sincerely communicate to the clients.
XI. We Will Charge More
If you're not losing business on price occasionally, you are pricing low.
!!-Charging more allows to invest in oursleves our enterprise (research and development) and most certainly to improve the outcome and the experience for the client.
!!-Healthy profit margins give us the opportunity to fix mistakes/problems. Hence, best service is delivered to most profitable clients. We will be paid well and we will take care of the client, in such way, we make the little problems go away.
Time or thinking? What are we selling.
Our clients should be in a situation that is hard to not take our advice. Because we are the experts, we are commited and should be trusted upon.
Larger companies should be charged more because our services have a greater dollar value to them.
XII. We Will Hold Our Head High
If we continue to choose not to choose, the decision will be made for us.
As artists, we do not work for money, but for the sake of creating something and hopefully making a positive change in the world.
Focus, selectivity, respectful selling, continous learning and conquering money - these are but steps on our path.
I. We Will Specialize
It is expertise and expertise alone which will give you a position of power over your client.
If clients have many alternatives, they drive the price, and you will provide ideas for free. If clients do not have many alternatives, you will drive the price.
Of uttermost importance is positioning and it is a key step in the business development success. With positioning, we will reduce or eliminate the competition.
How to position?
1. Choose a focus. (Our most difficult Business Decision)
2. Articulate the focus with a consistent claim of expertise.
3. Fill the missing skills and capabilities to support our new claims.
A good positioning gives you: sales advantage, price premium, control.
!!-We are not paid for our service, we are paid for our expertise. And also, the customer is not always right.
When wanting to have open options. We must be narrow. We must walk through one door and close it. Only then we can see that new doors lie ahead, but the first we should close it.
Until we make a brave decision, we will complain about the market or about the clients, when the problem was us since the beginning.
II. We Will Replace Presentations with Conversations
Step One: Improving Collaboration with Existing Clients
Strategy First - We will agree with the client on the strategy before any creative development begins.
Continous Reference to the Strategy
Freedom of Execution - The client gives suggestions, but never dictates. The designer should have the freedom to explore and execute.
Fewer Options, Better Quality.
Step Two: Eliminating Big Reveals in the Buying Cycle
When presenting, we give our ideas for free and we opt for somebody to hire us. When we converse, we come to an agreement that if we work together, both parties will be well served.
IMPORTANT ASPECTS OF BUYING CYCLE
!!-Our mission is positioning (Purpose, Calling). We will not sacrifice any short-term gains, if we do not position to our clients as the expert practitioner.
!!-Our objective is determining the fit. We are not here to persuade, convince or sell.
Think of the role as the role of the doctor or lawyer, not as the role of presenter/commander. Be free of your own need to present.
III. We Will Diagnose Before We Prescribe
When clients come self-diagnosed, the best approach should be: "You may be right, but let's see for sure".
!!-Make stepping over and taking control with a diagnostic process, rather than client's self-diagnosis, a second nature. It is your strength.
!!-A good client will begin to relinquish control once he has the confidence that the expert practitioner knows more than he does, or has the tools to learn more.
IV. We Will Rethink What It Means to Sell
For a business to succeed it should be good at making things and selling things.
!!-We sell ideas and advice, the very content of our heads.
If did not specialize and set ourselves apart from our competitor, we are left with convincing.
!!-As we progress in the buying cycle, our role as a salesperson should be first helping (the client to be aware of his problems), second (inspiring and motivating to solving the problem), thirdly reassuring to act on his intent to solve the problem (with us).
1. Through thought lidership, you educate clients and it helps them to get at you. However, thought lidership is not persuasion. Always write, cause experts always write. In this way you help the unaware client.
2 Portfolios are inspiration. They can be beautiful outcomes and can also be of somebody elses's, but it helps to inspire the interested client.
3. In the end of buying cycle, clients need reassurance. Hence, we should do exactly that, but we should focus on their motivation, rather than their request to fulfill this need.
Seek those that see a fit between thier needs and our expertise, and are willing to leave us the lead of engagement.
V. We Will Do With Words What We Used To Do With Paper
Leave out persuasion, presentation, pitching and papers (contract).
The poper/conteact is produced only when the agreement is reached.
The more heavily invested we are during the sale, the less likely the client will tell us what he is really thinking.
Value=Qulity/Price. In most cases clients are uncertain of the quality, but your expertise should do the work. Avoid providing reference of services, process and the price. Things speak for itself.
We do not begin to solve problems before we are engaged. Rememeber: Always charge for diagnostics phase (finding and reccomendations).
VI. We Will Be Selective
Selectivity is the defining charcterisitc of an expert. We will hold our credibility to our yes.
!!-"Speak softly and people lean towards you. Speak loudly and they lean away".
The narrower our claim of expertise, the bigger our integrity. The claim of expertise build us credibility.
Who are we without our passion? We should walk away when we are not seen as the expert. Beginnings are always hard.
VII. We Will Build Expertise Rapidly
!!!-The truth about average people is that, regardless what they claim to want, they will avoid difficult decisions or undesirable tasks even thought they represent the path to what they want.
!!-We do not need to be faster, smarter or more creative than other firms, only more focused. Start with focus.
Write. As previously cited. Writing is neccessary, especially writing on what you do. It should be an exercise, and it will cement your expertise.
VIII. We Will Not Solve Problems Before We Are Paid
Every client reserves the right to change his mind until he is prtes with his money.
!-Always reassure as the buyer's remorse is inevitable.
1/3 to 1/2 of total engagemt payment is appropriate to be charged for the first engagement.
IX. We Will Address Issues With Money Early
!!-Minimum Level of Engagement: Set a yearly income for you and the number of clients you want to work. Then, that is you minimum levele of engagement. Communicate this to every client. MLE can be flexible at times, but never flexible without it being spoken as it diminishes your criteria of selectivity.
Project work (waiving the MLE) is permisable in case you have the capacity, if it is profitable, if you do not need to compete, if it sears the opportunity to bigger projects and if it does not interfere with clients which you have included in your MLE.
X. We Will Refuse to Work At a Loss
4 Step Model: Diagnose, prescribe, apply and reapply.
!!-Your highest value offering to client's will be bringing to them new perspective and understaning to their problem.
!!-Negotiating success goes to the party most comfortable talking about money. By talking about money issues as early and as often as possible, we make sure that that party is us.
Charity whose causes align with our values; we will work unselfishly and purely for fulfillment.
Trading expertise for profit (working cheaply or for free) for a period of time is valid and should be sincerely communicate to the clients.
XI. We Will Charge More
If you're not losing business on price occasionally, you are pricing low.
!!-Charging more allows to invest in oursleves our enterprise (research and development) and most certainly to improve the outcome and the experience for the client.
!!-Healthy profit margins give us the opportunity to fix mistakes/problems. Hence, best service is delivered to most profitable clients. We will be paid well and we will take care of the client, in such way, we make the little problems go away.
Time or thinking? What are we selling.
Our clients should be in a situation that is hard to not take our advice. Because we are the experts, we are commited and should be trusted upon.
Larger companies should be charged more because our services have a greater dollar value to them.
XII. We Will Hold Our Head High
If we continue to choose not to choose, the decision will be made for us.
As artists, we do not work for money, but for the sake of creating something and hopefully making a positive change in the world.
Focus, selectivity, respectful selling, continous learning and conquering money - these are but steps on our path.
December 20, 2022
If you’re a creative wanting to turn your passion into your profession, this is a must read. Packed with value, actionable insights and paragraphs that will speak directly to questions or past experiences you’ve dealt with.
Found a lot of value in the last third of the book especially. Glad to have it on my bookshelf so that I can go back and reference down the line.
Will leave you on this quote I loved:
“The world is waking up to the idea that the challenges of both businesses and societies are challenges of design, creativity and innovation. The opportunity for us to have a meaningful impact on the world has rarely been larger.”
Note: 4.5 since it feels slightly more directed towards people running design agencies. Either way, I found I was able to take something from everything mentioned.
Found a lot of value in the last third of the book especially. Glad to have it on my bookshelf so that I can go back and reference down the line.
Will leave you on this quote I loved:
“The world is waking up to the idea that the challenges of both businesses and societies are challenges of design, creativity and innovation. The opportunity for us to have a meaningful impact on the world has rarely been larger.”
Note: 4.5 since it feels slightly more directed towards people running design agencies. Either way, I found I was able to take something from everything mentioned.
Read
December 27, 2021Probably an excellent and formative book for certain people but didn’t connect with me a ton
January 1, 2022
Required reading for any creative freelancer!
April 3, 2024
Blair Enns gives timeless advice on how to win new clients without compromising your creative assets.
November 6, 2021
In a perfect world, this whole book should not be necessary, but in the world we (creative professionals) live in, it is a required read.
The amendments are guiding the creative professionals how to stand their ground and charge what their work is worth.
Definitely recommend it.
The amendments are guiding the creative professionals how to stand their ground and charge what their work is worth.
Definitely recommend it.
April 8, 2024
Назва каже "Успіх без пітчингу", що у свою чергу наводить на думку, що у книзі будуть розповідати про стартапи. Як виявилось, у книзі акцентують увагу на творчих людей та як їм продавати свої послуги. Чогось цікавого і корисного я для себе не знайшла. Ніяких толкових прикладів. Одні сирі думки, які автор очікував, що варто сприймати за правду
January 10, 2022
Will re-read
January 9, 2018
I wish I had read this book 8 years ago and followed it to the letter. This manifesto will guide any agency worth their weight to great success! Blair speaks TRUTH!
July 7, 2015
This may be one of the most important books you will read if you ever pitch anything. And I have pitched a lot. Sometimes I lose miserably and this book can tell you why. But more important it is telling you not to pitch at all. Much better.
First off a story -- it's supposedly a story about what clients do but it's really about what EVERYONE does. "In Aesop's fable "The Frog and the Scorpion," the latter approaches the former at the riverbank and asks for a ride across on the frog's back. But the frog is not so stupid as to readily agree to this favor, for surely once out in the river the scorpion will sting and kill him, as scorpions do. The scorpion protests that it would be silly for him to kill his carrier, as it would ensure his own death from drowning. The frog sees the scorpion's logic and agrees to the engagement. Once in the middle of the river the scorpion does indeed sting the frog, who, with his last breath, asks the scorpion why he has just killed them both. The scorpion replies that he cannot help himself. He is a scorpion and it is in his nature to sting."
You keep pitching when pitching is just a way to lose and clients keep wanting pitches because they haven't heard anything better.
They haven't heard a great diagnosis of their problem and possible solution. And often we haven't responded to the motivation but to the request. If a client is concerned about their FUTURE and you are responding to TODAY.. you will lose. I know this.
And of course -- there is the one rule that never changes -- every client reserves the right to change his/her mind until he/she parts with his/her money. So even if you win a pitch it makes no difference until the money is spent or the deed is done.
And when it comes to money or really anything stress is caused by things we can't control or things that are within our control that we are avoiding. If we face up to them we can lose the stress. Not as easy as it sounds but true.
And last of all -- I love this one - put discounts in writing. Clients/people will never give you credit for anything unless they know up front you are doing something different for them. You may think you are out on a limb doing everything you can to make it happen... they won't.
This is really a great manifesto that I wish I would have read earlier.
First off a story -- it's supposedly a story about what clients do but it's really about what EVERYONE does. "In Aesop's fable "The Frog and the Scorpion," the latter approaches the former at the riverbank and asks for a ride across on the frog's back. But the frog is not so stupid as to readily agree to this favor, for surely once out in the river the scorpion will sting and kill him, as scorpions do. The scorpion protests that it would be silly for him to kill his carrier, as it would ensure his own death from drowning. The frog sees the scorpion's logic and agrees to the engagement. Once in the middle of the river the scorpion does indeed sting the frog, who, with his last breath, asks the scorpion why he has just killed them both. The scorpion replies that he cannot help himself. He is a scorpion and it is in his nature to sting."
You keep pitching when pitching is just a way to lose and clients keep wanting pitches because they haven't heard anything better.
They haven't heard a great diagnosis of their problem and possible solution. And often we haven't responded to the motivation but to the request. If a client is concerned about their FUTURE and you are responding to TODAY.. you will lose. I know this.
And of course -- there is the one rule that never changes -- every client reserves the right to change his/her mind until he/she parts with his/her money. So even if you win a pitch it makes no difference until the money is spent or the deed is done.
And when it comes to money or really anything stress is caused by things we can't control or things that are within our control that we are avoiding. If we face up to them we can lose the stress. Not as easy as it sounds but true.
And last of all -- I love this one - put discounts in writing. Clients/people will never give you credit for anything unless they know up front you are doing something different for them. You may think you are out on a limb doing everything you can to make it happen... they won't.
This is really a great manifesto that I wish I would have read earlier.
June 8, 2019
WOW!
This is exactly what I needed to read!
I run a creative firm and was always learning with my mistakes. The growth rhythm is above average but not news worthy. And after reading this... Brace yourself world!
Changing our positioning is HUGE!
I used to pride myself of being super cheap and offering great value. And in the beginning it worked. I got a lot of jobs and my skills develop in such a way that I didn't even thought possible. But then I started to sacrifice a lot. Everybody wanted to work with me and I started to hate my job. I could no longer excel at everything I did because I had no time. I started to lose respect for myself and went borderline depressed.
Then I started charging higher, and that did some great things. I weeded out the bad clients. I was earning way more while working 10x less.
That change took me about 1 year to deeply understand.
And now, after reading this book, I'm seeing a ton of more things that are holding me back:
- A lot of times I'm giving away my thinking for free
- I need to specialize
- Charge more allows me to dedicate more time to each client, and do really great job. I ll attract better clients. I ll have margins to work in case something goes bad. I can have more free time, less stress, and provide more value to everyone, including my friends and family. There's only upside!
- Positioning on price is awful, and everything will go downhill from there.
- Behave more like a lawyer or a doctor - Diagnose the problem, prescribe a therapy, apply the therapy, and reapply as necessary. I shall not be a commodity.
In sum, this book has the answers to a lot of stress that I was dealing with at the moment.
This is exactly what I needed to read!
I run a creative firm and was always learning with my mistakes. The growth rhythm is above average but not news worthy. And after reading this... Brace yourself world!
Changing our positioning is HUGE!
I used to pride myself of being super cheap and offering great value. And in the beginning it worked. I got a lot of jobs and my skills develop in such a way that I didn't even thought possible. But then I started to sacrifice a lot. Everybody wanted to work with me and I started to hate my job. I could no longer excel at everything I did because I had no time. I started to lose respect for myself and went borderline depressed.
Then I started charging higher, and that did some great things. I weeded out the bad clients. I was earning way more while working 10x less.
That change took me about 1 year to deeply understand.
And now, after reading this book, I'm seeing a ton of more things that are holding me back:
- A lot of times I'm giving away my thinking for free
- I need to specialize
- Charge more allows me to dedicate more time to each client, and do really great job. I ll attract better clients. I ll have margins to work in case something goes bad. I can have more free time, less stress, and provide more value to everyone, including my friends and family. There's only upside!
- Positioning on price is awful, and everything will go downhill from there.
- Behave more like a lawyer or a doctor - Diagnose the problem, prescribe a therapy, apply the therapy, and reapply as necessary. I shall not be a commodity.
In sum, this book has the answers to a lot of stress that I was dealing with at the moment.
September 27, 2019
This book is about the business side of design. I think one of the reasons why so many famous designers and creators recommend this book is because the content is simply a gold mine--especially for someone who just started their business/freelancing. The author basically talks about his 12 "rules" of the business process, from start to finish.
One of my the many things that I learned:
-The art of conversing with a potential client, and how different the word "pitching" means compared to a simple conversation
-Specializing your business
-Controlling clients (don't let them control you, don't be an order-taker)
-Dealing with shitty clients (aka walking away)
-How expertise and value relate to one other.
-How charging more will make you a rare commodity
And that's just some of the bits from the book. Honestly, this is a breakthrough for me-- and I'm surprised it doesn't have that many pages. It's really quick read & I'm going to read this again sometime in the future.
One of my the many things that I learned:
-The art of conversing with a potential client, and how different the word "pitching" means compared to a simple conversation
-Specializing your business
-Controlling clients (don't let them control you, don't be an order-taker)
-Dealing with shitty clients (aka walking away)
-How expertise and value relate to one other.
-How charging more will make you a rare commodity
And that's just some of the bits from the book. Honestly, this is a breakthrough for me-- and I'm surprised it doesn't have that many pages. It's really quick read & I'm going to read this again sometime in the future.
April 20, 2012
I read this manifesto in one day (quick read) and found it fascinating, and inspiring. It doesn't get very deep into the 'how' side of things, but the 'why' is worth the read. The theories outlined in the book have both confirmed some of my suspicions, and also blew my mind with new ideas for how to make my design business profitable.
Worth a read, though I hope the author comes out with an extended edition with more 'how'.
Worth a read, though I hope the author comes out with an extended edition with more 'how'.
November 25, 2018
This is it...
I remember the excitement of the ‘pitch’ the time spent on writing proposals the last few years. Wish I had read this book before all that. Especially how it aligns with how you set up a relationship with your client. If you are happy to be a supplier then this book is not for you.
I remember the excitement of the ‘pitch’ the time spent on writing proposals the last few years. Wish I had read this book before all that. Especially how it aligns with how you set up a relationship with your client. If you are happy to be a supplier then this book is not for you.
July 8, 2021
A great set of rules and way of seeing the design business. It's a book every freelance / studio owner needs to read and position herself regarding it.
It's a short listen, a great head raiser and a back straightener.
It's a short listen, a great head raiser and a back straightener.
October 1, 2016
An excellent attempt to formalise the complaints of practitioners into a practicable set of principles. interesting to flip the situation into an understanding of responsibility and malpractice.
January 4, 2024
This could easily be a propaganda book.
There’s no examples, no support, no proof.
All it is: a theory the author presents like it’s the Holly Bible.
There’s no examples, no support, no proof.
All it is: a theory the author presents like it’s the Holly Bible.
February 2, 2024
"The Win Without Pitching Manifesto" by Blair Enns addresses the pervasive challenge faced by creative professionals who feel pressured to give away their work for free. This issue is not just personal but systemic, deeply ingrained in the industry's status quo. The book introduces a transformative approach for creatives to secure success without succumbing to the demands of free pitching. It emphasizes reclaiming value in client relationships, resisting industry-wide pressures, and establishing a more respected and financially rewarding approach. The book comprises 12 proclamations from successful companies that have undergone this transformation. It serves as a guide for creative businesses to reflect on their practices, challenge existing beliefs, and embrace change. The key principles outlined in the manifesto focus on refocusing the business, building capabilities, valuing expertise, and maintaining integrity.
The first set of principles revolves around refocusing the business. It advocates for specializing in a specific area of expertise rather than attempting to cater to everyone. By articulating a clear and consistent positioning in marketing, businesses can stand out and shift power in the buyer-seller relationship. The book encourages a two-way conversational approach with clients, fostering collaboration and deeper understanding of their needs. The shift from service provider to trusted expert is emphasized, with a focus on a comprehensive diagnosis of client challenges before proposing solutions. Building capabilities is the next area of focus. This involves broadening and deepening specialized skills and processes. The book suggests replacing presentations and proposals with verbal conversations, committing to articulating agreements through dialogue. It emphasizes formalizing and documenting a clear diagnostic methodology and adopting a consultative approach to sales, aligning with the positioning as a specialist selling expertise.
Valuing worth is crucial in the journey to establish a respected, expert company. The book advocates recognizing thinking and expertise as the most valuable assets, refusing to solve problems without appropriate compensation. Financial matters should be addressed early in client interactions, with a transparent communication of minimum engagement levels. The book also stresses the importance of refusing to work at a loss and justifying price increases based on the growing value brought to clients. Maintaining integrity is the final key area of focus. The book underscores the importance of viewing oneself as a professional practitioner and prioritizing gaining respect as an expert over immediate financial gain. The creative industry is portrayed as standing at a critical juncture, requiring a choice between becoming an expert commanding significant fees or risking commoditization.
In conclusion, "The Win Without Pitching Manifesto" offers a comprehensive guide for creative professionals to navigate the challenges of the industry and establish a more respected and financially rewarding approach. By refocusing the business, building capabilities, valuing expertise, and maintaining integrity, creatives can transform from order-takers to trusted experts, securing success on their terms. The principles outlined in the book encourage a shift from conventional pitching models to more powerful, expert-driven, and client-centric practices, empowering creative businesses to thrive in a competitive landscape.
The first set of principles revolves around refocusing the business. It advocates for specializing in a specific area of expertise rather than attempting to cater to everyone. By articulating a clear and consistent positioning in marketing, businesses can stand out and shift power in the buyer-seller relationship. The book encourages a two-way conversational approach with clients, fostering collaboration and deeper understanding of their needs. The shift from service provider to trusted expert is emphasized, with a focus on a comprehensive diagnosis of client challenges before proposing solutions. Building capabilities is the next area of focus. This involves broadening and deepening specialized skills and processes. The book suggests replacing presentations and proposals with verbal conversations, committing to articulating agreements through dialogue. It emphasizes formalizing and documenting a clear diagnostic methodology and adopting a consultative approach to sales, aligning with the positioning as a specialist selling expertise.
Valuing worth is crucial in the journey to establish a respected, expert company. The book advocates recognizing thinking and expertise as the most valuable assets, refusing to solve problems without appropriate compensation. Financial matters should be addressed early in client interactions, with a transparent communication of minimum engagement levels. The book also stresses the importance of refusing to work at a loss and justifying price increases based on the growing value brought to clients. Maintaining integrity is the final key area of focus. The book underscores the importance of viewing oneself as a professional practitioner and prioritizing gaining respect as an expert over immediate financial gain. The creative industry is portrayed as standing at a critical juncture, requiring a choice between becoming an expert commanding significant fees or risking commoditization.
In conclusion, "The Win Without Pitching Manifesto" offers a comprehensive guide for creative professionals to navigate the challenges of the industry and establish a more respected and financially rewarding approach. By refocusing the business, building capabilities, valuing expertise, and maintaining integrity, creatives can transform from order-takers to trusted experts, securing success on their terms. The principles outlined in the book encourage a shift from conventional pitching models to more powerful, expert-driven, and client-centric practices, empowering creative businesses to thrive in a competitive landscape.
September 6, 2022
Short and sweet. Resonated with what Hormozi had to say in $100M Offers. This is the handbook for business owners/ service providers looking to differentiate themselves so that they aren't competing on offering a commodity and are competing in a field of one.
The book starts by painting a picture of the problem, which is that service providers/ freelancers/ business owners get caught in this cycle of vying for business, almost like supplicants, and needing to offer free work just to get a foot in the door on commodity pricing. Basically, doing a ton of work just to get by, if that.
The book then continues by suggesting an alternate means to approach business. Enns suggests starting from scratch by not offering a service that is a commodity. Don't compete on price but rather position yourself as having expertise in a niche and capitalize on that to avoid bidding wars/ races to the bottom/ competition for business.
Going along that vein, Enns talks about how to approach 'sales' in a way that doesn't injure the entire point of the approach. So, he contrasts the typical sales presentation, which is geared towards persuasion, with an entirely separate approach, which is trying to find out if there is a fit between the service offering and the needs of the business WITHOUT doing the free work of diagnosing the business' problem. Enns then goes on to talk about why trying to treat without diagnosing is as bad an idea in creative or business service ventures as it is in medicine or law and how other professionals don't allow people to pressure them into doing things that are bad for both, including offering free diagnostics.
Enns coaches the reader into leading the discussion of finding a fit and to ensure that the reader avoids falling into the trap of performing for the potential customer and placing yourself back in the competition for their business, the role of the supplicant.
Enns talks about pricing last and points out that it is congruent with the niche expert role that you charge a premium price. Premium pricing does several things all at once; it removes you from the competition of commodity pricing (per hour pricing invites commoditizing) and, when priced properly, it allows you to avoid situations with clients where there is resentment or anger on either side, or difficulty over additional charges. You charge everything up front and your cost covers the entire scope of work. This preserves good will from the employer/ customer by minimizing their annoyance at charge backs and continues sealing their perspective on you as an expert.
I'm not really doing this book a service with this review. It's a good book for consultants and sole proprietorships, as well as b2b service delivery organizations. As an HR professional, I'm trying to apply it to my day job and it doesn't work so well as an aggregate but I may be able to take parts of it.
The book starts by painting a picture of the problem, which is that service providers/ freelancers/ business owners get caught in this cycle of vying for business, almost like supplicants, and needing to offer free work just to get a foot in the door on commodity pricing. Basically, doing a ton of work just to get by, if that.
The book then continues by suggesting an alternate means to approach business. Enns suggests starting from scratch by not offering a service that is a commodity. Don't compete on price but rather position yourself as having expertise in a niche and capitalize on that to avoid bidding wars/ races to the bottom/ competition for business.
Going along that vein, Enns talks about how to approach 'sales' in a way that doesn't injure the entire point of the approach. So, he contrasts the typical sales presentation, which is geared towards persuasion, with an entirely separate approach, which is trying to find out if there is a fit between the service offering and the needs of the business WITHOUT doing the free work of diagnosing the business' problem. Enns then goes on to talk about why trying to treat without diagnosing is as bad an idea in creative or business service ventures as it is in medicine or law and how other professionals don't allow people to pressure them into doing things that are bad for both, including offering free diagnostics.
Enns coaches the reader into leading the discussion of finding a fit and to ensure that the reader avoids falling into the trap of performing for the potential customer and placing yourself back in the competition for their business, the role of the supplicant.
Enns talks about pricing last and points out that it is congruent with the niche expert role that you charge a premium price. Premium pricing does several things all at once; it removes you from the competition of commodity pricing (per hour pricing invites commoditizing) and, when priced properly, it allows you to avoid situations with clients where there is resentment or anger on either side, or difficulty over additional charges. You charge everything up front and your cost covers the entire scope of work. This preserves good will from the employer/ customer by minimizing their annoyance at charge backs and continues sealing their perspective on you as an expert.
I'm not really doing this book a service with this review. It's a good book for consultants and sole proprietorships, as well as b2b service delivery organizations. As an HR professional, I'm trying to apply it to my day job and it doesn't work so well as an aggregate but I may be able to take parts of it.
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