PPB July 2020

I have had a couple of meetings similar to that when we actually met and brainstormed about ideas for future pieces but, for the most part, my clients don’t have that kind of time to go in- depth. I know their industry and competition, and they will ask for suggestions, but many of them discuss things internally amongst themselves on what they want to do. GREG ALAN MILLER Owner BRAND-Tastik Lakemoor, Illinois PPAI 576761, D2 I always aim for this sort of client relationship because it makes you ‘stickier’ with them. It makes you able to do better work making them cooler, more effective products and campaigns. And it makes your job more interesting. Here’s two things I think are important: 1 It is rare that you will sit down in a single conversation and get all the answers to everything you mentioned above. Working through all that and building a deep understanding of the client takes time and spreads out over the relationship with them. Chip away at it, but do some of it all the time in every conversation from the very start. If you start with, “Here is a quote for the coasters,” it is more difficult to build a relationship. 2 With that in mind, if the business you are working with is more complex, the person you are talking to may not even know those answers. Find out the specifics of their role, their challenges and how they see themselves in the big picture. Build a relationship with them and they’ll refer you through the organization. Ask those same kinds of questions to the other folks. Get enough little pictures of pain points and how people fit, and you’ve got a bigger picture to look at. STEPHEN MUSGRAVE Vice President and General Manager Rightsleeve Marketing Toronto, Ontario PPAI 221036, D2 I present as a consultative seller, but if someone is dead-set on the best basics, like pens, for example, I pull a SAGE presentation together based on the budget, style preferences, etc. I ask these questions on the initial call. Those are my quick, transactional clients. For the long game—those that require multiple meetings, calls, samples, strategy artwork development—I am adding an hourly consulting fee moving forward, because if it all falls apart, what do you have to show for your time? Finally, I learned from experience—get to know the ultimate shot-caller/decision-maker. Sometimes it’s the office manager, sometimes it’s the CEO. Get to know them. Build a rapport and only take direction from that person. SHARI HOFFMAN Owner Neon Collective, Inc. Las Vegas, Nevada PPAI 764944, D2 For me, there is a difference between giving a free estimate for a project and charging someone a consultation fee. If they have a clear idea of what I’m doing for them and what the end result is, that’s an estimate. If they need my expertise and there’s going to wind up being several conversations, I bill for my time. MICHAEL COHEN Vice President Emunah Graphics LLC Vandalia, Ohio Do You Have An Answer? A Distributor Asks: Looking ahead in a post-coronavirus world, are any distributors making changes to the services they are offering clients, or updating or changing presentation materials to pitch to clients, directly as a result of the pandemic’s effect on business? What’s Your Answer? Email your answers to Question@ppai.org for the chance to be featured in a future issue of PPB . Danielle Renda is associate editor of PPB. NarongchaiHlaw / Shutterstock.com | JULY 2020 | 13 INNOVATE