Background

Our practice is split evenly between advertising agencies and other marketing communication firms such as design firms, direct
response companies, PR firms, media buying companies, graphics organizations and marketing and branding consultancies.

Over the years our client base has been divided in the following way: 1/3 of our clients having less than ten employees; 1/3 made up
of larger, regional firms; and 1/3 made up of national firms, holding companies and international agencies.

Our work usually starts by helping management define the firm’s brand so that it’s appealing to prospects. We find that a fuzzy brand
is often the source of poor growth, causes internal confusion over identity, and contributes to a general lack of discipline on where to
focus.

Often we are invited in to help firms drive new business with lead generation and account-winning strategies. We find most firms can
benefit from a steady stream of leads from good prospects so we put extra emphasis here.

Another focus is helping our clients keep their clients much longer than industry averages. We do this by improving account
management, tuning up staff organization and structure and by building in a strong client-retention culture. Often we accomplish this
by showing how to improve a client’s day-to-day experience in dealing with the firm.

We also work in many areas of what can be called “management concerns” including mergers and acquisitions, team structure, exit
planning, productivity improvement, and other problems that keep owners and operators up at night.

The last point is we work exclusively in this space. We do no work for clients. We are 100% on the side of the marketing
communications company.

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