by Jason Stewart (@HaveYouHeard_SA) In a world flooded with irrelevant information, clarity is priceless. Credibility, authority and trust are the new valuable commodities, and the new source of power. However, identifying just who to trust, who’s an authority and who has credibility is not that easy.
Today, everyone seems to be an expert or professes expertise… even in areas in which they have no right to make those claims. Plus it’s crazy that we — society at large — don’t critically interrogate this so-called expertise. We read and hear it, and fail to acknowledge that it’s impossible for one person to be an expert in everything. Even crazier is that we — the supposedly well-educated, worldly and sophisticated marketing industry — don’t call out our own fake experts. And they do exist, be it in our own offices, those of our clients or those of our industry associations and educational bodies.
Wasted time
In the boardroom, the pressure is always on to have the answer. Status is given to the person who can give the quickest reply in the most-confident way. But how much time is wasted running down the wrong avenues? How much money is spent invested in the wrong idea? We all have countless personal examples from our past experience, of knowing we were headed in the wrong direction because someone didn’t say “I don’t know”.
Why do we do it? Simply, most of us have inbuilt subservience to hierarchy and, whether fake or not, we follow experts. Especially if they’re paid more than us and have the ability to fire us.
Admitting “I don’t know” is not a sign of weakness. Instead, it’s healthier for all if we’re able to admit that we don’t know as it allows space for curiosity and investigation, rather than spreading possibly damaging falsehoods. When everyone’s an expert, it’s smarter to say “I don’t know” — especially to a colleague, a boss and a client.
It took a while for me to learn that lesson after entering this industry. But now “I don’t know, but I will find out” serves me much better than professing fake expertise in full confidence on the back of knowledge ‘borrowed’ from one of the industry sites or a Netflix documentary.
Complexity and context
The problem with regurgitating information recalled from somewhere is that it ignores both the complexity and context of the problem. Complexity ensures there are multiple layers, angles and conflicting facts bundled into a single situation that holds a thousand different variables, lies and truths to wade through. Context of the situation or time period may be as impactful as night and day, right or wrong.
So, if our intention is for the search of truth and for a solution to the problem, we need to embrace “I don’t know” so that we create the space for curiosity to flourish and for an honest investigate of the facts. The challenge comes in holding back all our uninformed sub-par opinions, and it’s difficult indeed. Next time someone asks for your opinion, try admitting that you really don’t have any idea. Feel that internal friction of your self-esteem having to swallow some pride, as well as the discomfort from those around you questioning your sudden unattractive humility. You’re not supposed to “not know”. But it can be liberating and stops the cycle of spreading falsehoods.
The more we start embracing “I don’t know”, the more we’ll be able to search out the credible sources of information we can trust, and the more space we can allow for the real experts to show up. We need to actively declutter the world of the fake expert and it starts with us.
So, if you asked me for my opinion on finding the truth, the true facts and the right solutions, I would have to say, “I don’t really know.”
Jason Stewart is a co-founder of HaveYouHeard (@HaveYouHeard_SA). When not driving the agency forward, he is concentrated on insights and innovation by seeking out the answers to two questions — why and what next.
“Motive” is a by-invitation-only column on MarkLives.com. Contributors are picked by the editors but generally don’t form part of our regular columnist lineup, unless the topic is off-column.
by Michelle Cavé (@brandfundi) A survey carried out for the Holmes Report by the Public Relations and Communications Association (PRCA) recently indicated that almost 50% of PR leaders, both in-house and in agency consultancies, claim that they experienced intellectual property (IP) rights infringement in the last year. While this is a UK-based study looking at the pitch process, I don’t believe that this is exclusive to UK PR practitioners.
Business foundation
IP is the foundation of our business, and it’s also the biggest area of risk as we constantly pitch new strategies and creative solutions in the hope that our experience, insights and originality will win us new clients. Last year I wrote here on MarkLives about the value we need to place on creative ideas put forward in PR pitch proposals. The key takeout was that prospects should pay for the IP, specifically the creative ideas that go into developing strategic communication plans.
Prospective clients don’t always play by these rules, as I came to learn through two recent pitch experiences.
In one instance, I collaborated with a multinational agency team to present tactical PR ideas to support its through-the-line campaign strategy. While the agency was awarded the pitch, the PR component — which helped differentiate them — was farmed out to the client’s newly appointed corporate PR agency partner. Without an assignment of copyright, I’ll be interested to see how it intends to breathe life into the campaign ideas presented. And although there’s some legal recourse, the estimated time, expenses and relationship damage caused through pursuing this would put most small agencies quietly back in their box.
Brand strategy
In another case, a prominent international brand called for a blind pitch. Apart from a one-line description of the overall task, ie to launch its ecommerce site, no other information was provided. Having spent hours reading up on the company before being put on the spot in a session with international executives, I was asked, pen in hand, to share my best ideas for it to consider.
Now, for those who aren’t au fait with PR, it’s important to note that tactical ideas are informed by the brand’s strategy — that is background, objectives, target audience, and messages — and without this detail, the ideas presented are often irrelevant and non-aligned to the brand objectives or goals. Effective creative ideas develop from a strategic point.
I realised that this blind pitch was simply a fishing expedition to get as many free ideas as possible when I was informed that there were scores of agencies invited to pitch across Johannesburg and Cape Town. Additionally, it was blindingly obvious that no research had been carried out on my agency to determine my experience and capabilities, and whether or not I was a suitable partner in the first place.
Cheeky approach
Now even if most of the ideas pitched weren’t 100% strategically aligned, the prospect gained free access to tap into the minds of industry experts and to brainstorm, which would no doubt trigger other ideas or recommendations to build on. This cheeky approach affirms my thoughts, which is that it leveraged its renowned reputation to randomly select several agencies to participate, because few, if any, would turn down the opportunity to pitch on this acclaimed brand.
One of the surveyed Holmes Report respondents commented that PR is and should be treated as a “professional service” and issues tend to creep in when clients treat PR practitioners merely as suppliers, rather than strategic partners.
It pleases me to learn that the PRCA is addressing this IP issue, calling for “a renewed focus on the pitch process and client-consultancy relationships”. The South African industry could possibly look at adopting the PRCA’s Ideas Bank concept, which allows members to make a permanent, third-party record of its pitch ahead of sharing it with a client, keeping everything above aboard.
Michelle Cavé (@brandfundi) is founder of Brandfundi, a PR and marketing communications agency. She began her PR and marketing career in 1999, and has undertaken multiple B2B and B2C briefs across various industries and categories. Career experience spans across sectors including FMCG, fashion, health and beauty, media and marketing, manufacturing, retail, ICT, banking, corporate social investment, and fintech (cryptocurrency/ICOs).
“Motive” is a by-invitation-only column on MarkLives.com. Contributors are picked by the editors but generally don’t form part of our regular columnist lineup, unless the topic is off-column.
by Bobby Amm. The move from film to digital in the production of television commercials has had a major impact, not only in the way things work on set but also in the way the final product is stored. Where once we relied on physical reels of film stored in film labs, digital files are now stored on remote hard drives.
Adequate insurance
Agencies and production companies need to communicate effectively when it comes to the storage of advertising material and must also check that adequate insurance is in place to cover potential losses. If this doesn’t happen, material that has cost millions of rand to produce may easily be lost or corrupted. Long-term storage solutions should always be discussed from the outset so that all parties understand their responsibilities and are well-positioned to meet them. The production company should note in its quote cover-letter the process to be followed, and this should be quoted for (on post-breakouts).
The production company is responsible for storage on an appropriate hard drive on the shoot day. This process is generally insured under the production company’s “Producer’s Package”, which should be carefully read to ensure full compliance with the insurers’ recommended protocol. Generally, the material must be transferred to two hard drives which are independently transported to two different locations. This is to ensure that one drive is secure in the event that the other is lost or destroyed. It must always be remembered that hard drives are not a reliable source of long-term storage as they get old and sometimes fail for no reason.
One of the two master drives should be sent to the post-production house for the edit and the other should be kept at a safe location. This is to ensure that at least one of the drives is secure, should a catastrophe occur at either the post house or the alternate location. Of course, this doesn’t rule out all eventualities (such as a natural disaster that may destroy both locations); however, the chance of this occurring is extremely remote.
Secure backups
Once the commercial is completed, the production company should make a secure backup on one of two popular long-term back-up systems, LTO or Clear. Generally speaking, the production company arranges this but after a certain amount of time — usually six or 12 months — the responsibility will be handed over to the agency, which will then oversee the long-term storage of the material on behalf of its client.
In order to effect this handover, the production company should send the master material to the agency with a delivery note that is signed by a representative of the agency. At this point, the responsibility to safeguard the material transfers from the production company to the agency. It is recommended that each agency has a protocol in place which it can follow on delivery of the master material; this will safeguard against mistakes and the loss of valuable footage.
It’s also important to note that the work that the post facility does after the shoot isn’t insured under the production company’s insurance policy. The advertising agency must check that the post facility has adequate insurance in the event that the data is lost during its work time. If the facility were to lose the data, it would have to redo it at no cost in the event that it carries no insurance.
Far-reaching consequences
While the long-term storage of material might not be the most-pressing issue on everyone’s agenda, its small details could have far-reaching consequences. If you don’t yet have a protocol in place on how to deal with storage, now is the time to look into it.
Bobby Amm is chief executive of the Commercial Producers Association of South Africa (CPA), the trade association of production companies that produce television, cinema and internet commercials for the local and international market. After a brief stint in journalism, she began her career in the industry at the Consultative Committee for the Entertainment Industry in the early 1990s. She first joined the CPA in 1997 but left three years later to join a production company. After finding that she missed the big-picture perspective of the CPA and the interesting issues which continuously perplex the production industry, Bobby returned to the CPA in 2003. She contributes “The Martini Shot” column monthly, covering developments, trends and insights into the commercial production and film services industries in South Africa, to MarkLives.
by MarkLives (@marklives) The final set of Cannes Lions winners was announced on Friday night, 21 June 2019, and South Africa took home one Silver Lion and one Bronze in Film Lions.
by Sabrina Forbes. Brett Perlstein has had quite the journey — from dropout engineering student to qualified accountant to a US “visa-whoopsie” forcing a Canadian sojourn that led to a revelation in how digital may impact on small business. He is currently the founder and CEO of SearchKings Africa, a Google Premier Partner focused on growing South African small and medium enterprises (SMEs). “Whether you’re big or small, we’ve got a formula that can help you grow and our formula is delivered in a certain way. If that way works for you and you’re results-driven, then let’s do this dance,” says Perlstein.
Brett Perlstein
It was at a braai in Toronto that his life took a turn towards its current trajectory. “I met this dude. He’s like a cousin’s cousin’s cousin second-husband type of thing. Like the [six] degrees of Kevin Bacon,” he says. The man, who’d started a company called SearchKings in 2008, and invited Perlstein to visit the offices, seeing as he had nothing more to do during his stay in Canada. “They had this beautiful thing that was helping SMEs,” he recalls. “Their big focus is in the home services industry [and] they [had] genuinely seen these plumbers grow their business through the technology that they built. They wanted to build a technology business that could assist [SMEs] so built a platform where they can manage multiple accounts at scale in the home-services area of expertise.”
Self-service system
The pair soon started discussing opportunities for Perlstein to bring the technology to South Africa and test the waters. While the tech was still in its infancy, the potential was there and the plan was to put it all into a self-service system that SME owners could manage themselves. The original offer from the Canadian team was to give him the opportunity to prove his stripes and show that the African market had potential. They weren’t going to pay him a salary but, should he sign on 10 clients in the first six months, they would sign the documentation that would give him the licence to the brand and software in Africa.
After four-and-a-half months, he’d signed his 10th customer. This was in 2013.
Perlstein understood the power of personal networks, so that’s where he started. “My first customer was my mother-in-law. You gotta hit your family first and say, ‘Come on, guys, give me something. I need just like R5000 to work out if I can generate some business for you and, if it doesn’t work, I’m sorry because I can’t pay you back’,” he says.
Reaching 20 customers took a further year and, when he hit 25, Perlstein hired Darren Brick, who is still with SearchKings. They worked from Perlstein’s apartment before moving into a garage next to an old house by Waverley Girls High in Johannesburg, sharing the 40m2 space with a two-person design team, who they soon starting sending work to.
SearchKings works on a month-to-month basis with no long-term contracts and without any strange lead models where there’s a bigger upside for it the more its clients spend. Its aim is to build a sustainable, transparent partnership built on trust with quality technology to back its claims. “You may pay slightly more than the industry average but, because of our technology, we’re able to understand your business [better] and deliver a product that genuinely cares about your business growth,” says Perlstein.
Proper awakening
Twenty customers became 40; 40 became 60; and 60 soon became 70. This is when the third employee started; by 2017, there were six. “It felt like, you know when you [have] a pre-drink for a party and then you arrive and no one is there. We were still explaining to people that there are ads on Google. In 2016, yes, some people knew what Google Ads were but they didn’t know how it would work for them,” he says, adding that only in the past two-and-a-half years has there been a proper awakening to the opportunities with Google advertising.
The team is currently made up of 16 people with 200-plus customers. “We’ve been able to leverage off the global expertise. The SearchKings business in Canada is one of the fastest-growing businesses in North America. They’ve been nominated for a [Google award] based on a new product, Google Local Services, and our ability to leverage off a global brand with global expertise gives us a real wealth of knowledge. We have 10 qualified Google experts here and they’ve got close on 30. I don’t think there are many [SME] agencies who can tap into that wealth of expertise,” he claims.
The current team at SearchKings is not made up to veteran marketers but rather three engineers, a professional rally driver, a psychology major, and an MBA graduate. Perlstein is looking for people who are smart professionals who want to ditch the suits for ‘takkies’ and hoodies and who want to really feel the value of their work. “When you talk to a pool client, and he’s like, “Jeez, man, it’s hectic; I’ve just put another bakkie on the road and we’ve hired four more people. And the ice cream shop is telling you they’re opening their eight branch and our bridging finance clients are telling us they’ve helped over 1000 business owners get finance so they can afford houses. There are really tangible, meaningful stories where you can see the function of your work.
“Some of the stories we’ve been able to help tell have been really rewarding. There’s a genuine underlying belief that, if we can use the work that we do to help build the [SME] market ,it can add real value because that’s really what’s going to move the needle here.”
https://www.instagram.com/p/BvtbhcWlVHN/
Fear of digital
Perlstein admits that he uses “small” loosely when referring to the relative size of businesses as the service does come at a cost. He recalls many potential clients calling him to ask what R300 would do for their Google Search and has had to admit to them on many occasions that, apart from buying them a good dinner, that money won’t go much further. A lot are driven by fear when they think about spending money on digital — many of whom have spent thousands on community newspaper adverts, flyers, and the like.
The Canadian SearchKings team has always believed that giving its clients control over its data is what’s going to allow them to make smarter business decisions. The technology gives clients a dashboard where they can see all the relevant metrics associated with their accounts. They can see what they’ve spent, how many leads have been generated, what each lead cost them and, as time goes, they can see search trends start to appear. A USP of the technology is a call-tracking system that records all inbound calls from Google Ads, all of which get logged onto the dashboard with a playback function. The SME owner then has the ability to tell whether a call was a good or bad lead, and whether it converted. But, while most of SearchKings clients require call-driven solutions, the technology is equally capable of creating dashboards unique to the needs of each client and its specific call-to-action metrics.
“We’re all about transparency and data… We’re pushing our customers to not be scared of A/B testing and not be scared of news things. The ones that are brave enough are reaping the rewards. There are some really smart tools that are helping businesses reach their objectives at scale” he says.
SearchKings requires that its clients put in equal effort to reap rewards, and the access to the dashboard is part of it. “We’re not owning the whole lead space from start to finish. We’re selling you the fishing rod, not the fish. We’re giving you all the tools as an SME to understand what your lead volumes look like and what the quality of your leads looks like but there’s an expectation that you would do something with them. We’re really trying to give our clients a full end-to-end inbound sales solution that helps them understand their business better. The better they understand their business, the smarter their business decisions are, and the more we can use this data to help them grow online.
“Direct response marketing”
“We’re feeding customers so much data. No small business owner really knows how his receptionist is answering the phone or has any idea on what his cost per lead is or know what geographical area he’s getting better leads from. How would he know that? He’s just in the trenches fixing pools. What I love about the Google product is [that] it’s direct response marketing and it’s measurable and trackable. It’s data-driven. If you let us help you understand that data together and you’re willing to put in a bit of time, you can make smarter business decisions and, ultimately, grow your business,” he adds.
Perlstein believes that, if we can future-proof SA by providing the relevant skills to more people, we can future-proof our SMEs. His long-term goal is to aid in the upskilling of people. Part of this is bringing businesses up to speed with the way the world functions in our increasingly digital age and educating them that human connection can still happen over a digital line. “We’re trying to make it very upfront that we’ve future-proofed our business to do business at scale. I don’t have to be sitting across from you for us to get to the end point. You, as an SME, have got to understand that this is the future of business. Is it more important that I come and sit across from you in your boardroom and drink your average coffee or that the phone rings and you get new business? You weigh that up,” he says.
Recently, Perlstein was invited to give share the SearchKings Africa story by giving the keynote at a Google Partners Programme in Lagos, Nigeria, that looks after Google Partners in the local market. For Perlstein, it was a big feather in his cap to have been noticed by Google itself. “We’ve proven success through our service, our product, and our delivery in a market where everyone starts but ultimately goes and hunts elsewhere. Everyone starts as a 30-customer thing; then they go and hunt the big budgets to find three clients. But, ultimately, if you lose two of them, then everyone loses their job,” he says.
While the team works primarily with SMEs, it does have a couple of big-ticket clients: Imperial Group and Imperial Auto. “On the bigger customer front, we’ve been able to prove that our expertise and our forward-thinking and our ability to bring them new innovative ways for them to constantly evolve in this specialised marketing medium has been really successful,” he adds.
Future of SME success
A successful case study is Paul’s Homemade Ice Cream, which now has nine retail stores. “We were there when they were selling ice cream out of their garage. We helped them refine their product range through the data we got from paid Google advertising. What were people looking for? The ice cream cakes they developed predominately came through the data we provided them. People were searching for them. Without the data, they would never have known!”
Perlstein believes the future of SME success lies in effective digital advertising, and in the case of SearchKings, Google Ads. “We’re trying to be the John Snow of Google Ads, warning everyone that it’s coming and that we’ve got the product for you, and you’re going to use it soon.”
Key clients: Imperial Auto, Lindsey Saker, BDO, Solar Africa, Chef Works, Paton Personnel, Showtime, Steenberg Wines
Services: B2B, digital, design, SEO
“#Agency/BrandFocus” is an ongoing weekly series updating the market on ad agency performance, including business performance, innovation, initiatives, the work, awards and people.
Sabrina Forbes (IG) is an experienced writer covering the food, health, lifestyle, beverage, marketing and media industries. She runs her own full-stack web/app development and digital-first content creation company. For more, go to moonwrench.com. She is a contributing writer to MarkLives.com.
by MarkLives (@marklives) The fourth set of Cannes Lions winners was announced last night, Thursday, 20 June 2019, and South Africa has taken home one Gold Campaign, two Silver Campaigns and one Bronze Campaign Lions in Radio & Audio Lions.
by MarkLives (@marklives) Avatar South Africa has announced the appointment of Dr Ewoudt Cloete as chief digital officer across the Avatar agency group. Cloete joins from Wunderman, where he was head of social media (organic, paid and earned).
“Data enables us to be an agency that does not need a brief but proactively engag[es] clients on their business challenges and solutions, then collaborat[es] with client to write a brief in a high-paced environment,” says Veli Ngubane, Avatar group managing director. “This is why we will continue to expand our data and digital capacity in both our Joburg and Cape Town offices.”
Cloete started his career as a social media community manager, before moving into digital marketing, social media marketing and online reputation management, and working on blue-chip brands including Jaguar, Land Rover, Cadbury Dairy Milk, Samsung, Microsoft, PlayStation, Nando’s and Coca-Cola, according to his Linkedin profile. Past agencies includes Epic MSLGROUP and Aqua. He also completed his PhD in communication studies with a thesis titled “Exploring the organisational positioning of professional social media within a modern marketing communications context”.
Comments Cloete, “Disruption needs to happen before the brief, and only those agencies who are data-led and digitally-driven will be able to do just that.”
In 2016, the Broadcast Research Council of South Africa (BRCSA) changed its policy about giving away TAMS and now only monthly reports, highlighting the top 20 or 30 primetime shows on several popular channels, are available.
The Broadcast Research Council of South Africa (the BRC) is a non-profit, industry body that was incorporated in 2015 to cater to the audience research needs of the radio and television industry in South Africa.
Mike Abel, M&C Saatchi Abel chief executive partner, says that the win’s impact on the agency would be “dramatically positive”, given the significance of the account. “It will be a very, very important piece of business in the agency,” he continues, adding that part of the excitement comes from the passion the agency has for financial services advertising. “Most of the founders’ careers have been defined by doing remarkable work on financial services advertising, so it’s an area that we are very interested in. It’s a profound opportunity to partner with [Standard Bank] and to do stuff that is transformative in the industry.”
The pitch itself was sensational, he says. “[There was an] enormous resonance in terms of the strategic thinking that we applied, and the work that we presented, and just the natural fit and chemistry that we felt. It was one of those that I just thought was a remarkably special pitch, so I was over the moon that it came in.”
New hires
The win will see M&C Saatchi Abel making a number of new hires, says Abel, to service the account; people within the agency have also been identified to begin working on the business immediately. Top among these names is Faheem Chaudhry, the incoming managing partner of the agency’s Johannesburg office. Chaudhry is returning from M&C Saatchi London, where he has played a key role in the agency’s work for NatWest bank over the last few years; prior to that, he was a strategist at M&C Saatchi Abel Cape Town. He will be working closely with chief creative officer, Neo Mashigo, on the Standard Bank account, says Abel.
While it was too early to discuss timelines, the industry could likely expect to see some of the agency’s work on the new partnership debuting soon, possibly even with the next month or two, says Abel.
Mathew Weiss
Superunion
As part of Standard Bank’s new lineup, Ogilvy South Africa has been appointed as its brand agency. Specifically, it is Superunion, part of the Ogilvy group, that will be tackling the work, continuing a long-standing relationship as the bank’s branding and design agency. Mathew Weiss, Superunion managing director for Africa, is delighted. “The Ogilvy win, of which Superunion is a part, means we’re able to retain that relationship,” he says. “For us, it’s probably the most-important win we’ll have all year.”
Going forward, Clockwork Media will be handling Standard Bank’s consumer PR business, and Edelman the bank’s corporate reputation management. The two agencies were not available for comment at the time of writing.
Carey Finn (@carey_finn) is a writer and editor with a decade and a half of industry experience, having covered everything from ethical sushi in Japan to the technicalities of roofing, agriculture, medical stuff and more. She’s also taught English and journalism, and dabbled in various other communications ventures along the way, including risk reporting. She is a contributing writer to MarkLives.com.
During our week in Los Angeles in April 2019, AdForum hosted a workshop at which a number of agencies (that had presented during the week) shared their views with us on pitching. In addition, AAR Group, the partner of IAS, shared some insights gleaned from some recent research that it had done among about 40 CMOs in the UK.
Summary of findings
Here is a summary of the findings from that session:
What CMOs are looking at
Have we got the right operating model? Is our agency model the most-efficient and -effective
Customer experience (CX) has become the most-exciting battlefield, and brand preference can be achieved there
The proliferation of marketing technology (martech) suppliers — lots of confusion here
Martech
And what CMOs want from martech is the way in which data and tech can help predict sales. Agencies need to help clients navigate the martech companies and offerings.
Mature businesses are struggling with low growth: how do we overcome this?
Simplicity in how CMOs can engage with agencies: one set of people or one core advisor coordinating the agencies
Integrated strategy and integrated thinking but not necessarily for execution to take place only in one agency
The transformative power of a big creative idea
Agility and speed: agencies have had to change their attitudes and ways of working — be more responsive
Transparency and trust: mainly in the area of media and media spend but this is also affecting attitudes to other agency disciplines
Credibility: agencies to stay focused on what their capabilities really are — not to try and do everything
Who is my go-to person, my trusted advisor within the agency?
In a pitch, clients want to see agencies improving at all stages of the process, and the winning agency will be selected that way
The pitch team must be consistent from start to finish
And, from the agencies, what should they be looking for in a pitch or in a new relationship with a client?
Rules of engagement
Agencies should look closely at the client people during a pitch process: What sort of people are they — brave, conservative, cost conscious?
They need to look at the type of work that they can do for that client
And they should study the budget available
Why?
Agencies are creating work in a pitch that will win the pitch or win the client/brand
This work doesn’t necessarily work
It might not be work that will make the brand win in the market place
Conclusions
Agencies need to assess if they have the capacity to pitch and lose; they need to assess the “emotional cost” of participating in a pitch, the hope for a win that is part of the process
Clients (marketers) need to be educated about the amount of work that goes into a pitch
Speed-dating for smaller projects is happening more frequently and is less onerous than full-on pitching — and less costly.
Jason Stewart is a co-founder of HaveYouHeard (@HaveYouHeard_SA). When not driving the agency forward, he is concentrated on insights and innovation by seeking out the answers to two questions — why and what next.
