Marketero · Entrevistas
I met Australia’s biggest agency owner
15 ideas de marketing sacadas de «I met Australia’s biggest agency owner», de Davie Fogarty. Sobre todo de estrategia y decisiones de negocio, oferta y…
- 15 ideas despiezadas
- Fuente Davie Fogarty
- Dura 27 min
- Publicada en 2023
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Estrategia y decisiones de negocioPara superar el estancamiento operativo y escalar una agencia o empresa de servicios sin depender del fundador, es necesario contratar al menos a dos personas por división clave; de esta manera, si un empleado renuncia, el fundador no se ve forzado a regresar a la ejecución técnica.
And the challenges in that stage is that, like, the moment that someone leaves you, like, you're back in the ads manager building. You can't afford a backup person. And that was, like, that's the chasm that I'm talking about crossing. I had to have two people in every division for me to then break free and get some freedom in the business. Where if somebody left, I wasn't back in doing that one thing again. And there was a bit of crossover.
Escúchalo en el minuto 18:40
ConversiónPara cerrar ventas con soltura y sin fricción, el vendedor debe primero autoconvencerse por completo del valor que entrega. La venta funciona como una transferencia de energía y certeza interna: cuando se percibe con total claridad que la oferta otorga un valor superior al precio cobrado (como vender un lingote de $10.000 por $7.000), desaparece el miedo y la resistencia al cierre.
Yeah, I think that, like, the most important sale that you need to make is, like, yourself. and then looking at your results and every day selling yourself on, like, what your value proposition is to the marketplace. Because, like, sales is just a transfer of energy. Whether it's in front of a camera, you're on a sales call, you're in front of, you know, a group of investors, you can't transfer something that you don't have within yourself. And just have that as, like, a feedback loop of, like, you have a ritual to get yourself sold on what it is that you've got to sell, Yeah, I think it's…
Escúchalo en el minuto 20:18
El peligro de delegar a ciegas áreas críticas por inseguridad del fundador
Estrategia y decisiones de negocioDelegar por completo operaciones o finanzas en ejecutivos externos por inseguridad o para centrarse solo en tareas agradables como el marketing suele conducir a la quiebra; la desalineación de incentivos es frecuente y la responsabilidad final sigue siendo del fundador.
If you trust the wrong people, we as young entrepreneurs get put in boxes. And the box and the story we are told is that we are incapable and we need to surround ourselves with good people. But the problem is we don't know what a good person is. And that leads us to be susceptible because people are pushing this narrative to us to really be reactive and hire the wrong people and then put way too much faith in them. And then their incentives don't align and they run the business into the ground. And then people are like, they don't believe in themselves enough. And they hire a grey-haired…
Escúchalo en el minuto 5:38
Diferenciación de agencias mediante respuesta directa, enfoque en ROI y práctica del propio marketing
Marca y posicionamientoPara destacar en un mercado saturado de agencias digitales, la diferenciación radica en enfocarse estrictamente en el retorno de inversión (ROI), dominar la respuesta directa y aplicar activamente las estrategias de marketing propio para captar clientes en lugar de depender únicamente del boca a boca.
And I was, like, hey, I see a big opportunity in just solving these problems for a lot of businesses. There's so many shitty agencies out there. No one's talking about ROI. No one really understands direct response. None of these digital agencies are even doing their own marketing to get clients. This is the niche that I want to operate in.
Escúchalo en el minuto 16:17
La mayor propuesta de valor de una agencia radica en transferir aprendizajes cruzados entre cuentas
Marca y posicionamientoLa principal ventaja competitiva de una agencia de medios radica en capitalizar los efectos de red del gasto publicitario acumulado: extraer tendencias, patrones y hallazgos de I+D de unas cuentas para implementarlos proactivamente en los demás clientes.
And you can be like the architect that looks over the whole business and being like, you know, you're always doing R&D. You're running R&D on your own ad accounts. You're looking at trends across all of your clients. And then you're getting those trends and you're taking the learnings from one client to another one because that's the biggest, like, hack and value proposition for a lot of agencies is that, like, you've already got, like, you know, hundreds of millions of dollars in media spend. And you can apply those learnings to other clients. And most people never leverage those networks…
Escúchalo en el minuto 13:26
El sobretrabajo no soluciona el colapso generado por el exceso laboral
Estrategia y decisiones de negocioCuando la sobrecarga laboral y el estrés desencadenan problemas de salud mental como ataques de pánico o burnout, intentar resolverlo aumentando la intensidad de trabajo es contraproducente; la recuperación exige frenar y establecer límites operativos estrictos.
I was like, so what do we do as problem solvers when something like that goes wrong? We write a list. We write a list and we approach with intensity. We're like hit it hard, which is like the polar opposite thing that you do. Like you can't work your way out of a problem that work has created. But like I manage it now and I know when to take a break and I'm probably more efficient from it as well. Like I'm not, but I don't push myself to doing all nighters and then, you know, doing five of these interviews because I know that that's going to do it. So I met my limit, which was interesting.
Escúchalo en el minuto 8:02
Estrategia y decisiones de negocioLa seguridad en uno mismo no surge del pensamiento positivo previo, sino del desarrollo obsesivo de habilidades técnicas mediante el análisis minucioso del propio desempeño y la terapia de exposición a la práctica real continua.
But then, in terms of how do you build the confidence, first of all, you need to build the skill. And then you need to let the confidence flow from that skill. I started listening to sales calls every single day, analyzing my voice, analyzing my tonality, and getting the skill that then led into the confidence. So I think after you've quantified that, and then the second thing is just exposure therapy. Like, this is, like, the best way to get over fear and anxiety is by doing it.
Escúchalo en el minuto 21:25
Canales de adquisiciónLa ejecución de un volumen intensivo de prospección en frío (150 llamadas diarias) permitió validar el servicio y conseguir el primer cliente B2B en un plazo de tres días al arrancar la agencia.
And I was making 150 cold calls a day. It took me three days to get my first client. It was really, really difficult. My first client was somebody that was in the B2B space. And they basically provided, like, egg cartons and cardboard boxes and packaging supplies.
Escúchalo en el minuto 16:37
Estrategia y decisiones de negocioPara superar el estancamiento operativo, el fundador debe sistematizar la entrega del servicio, volcar su tiempo en la captación comercial para generar flujo de caja y delegar progresivamente tanto el fulfillment como las ventas para posicionarse como arquitecto e impulsor de I+D.
Yeah, I think that in the beginning, it's like what most people get stuck in is that they start off as the practitioner. And they start off by being the person that's running the Facebook ads for the clients. And then they get a few clients, like, through word of mouth. And then inevitably, clients churn in and churn out of the business. And then from that point is you need to really build really good systems and processes so you can still deliver a good service and a good result for your clients. And then you need to be spending the bulk of your time bringing on new clients because that's…
Escúchalo en el minuto 12:41
Estrategia y decisiones de negocioPara superar el estancamiento operativo, el fundador debe sistematizar la entrega del servicio, volcar su tiempo en la captación comercial para generar flujo de caja y delegar progresivamente tanto el fulfillment como las ventas para posicionarse como arquitecto e impulsor de I+D.
Yeah, I think that in the beginning, it's like what most people get stuck in is that they start off as the practitioner. And they start off by being the person that's running the Facebook ads for the clients. And then they get a few clients, like, through word of mouth. And then inevitably, clients churn in and churn out of the business. And then from that point is you need to really build really good systems and processes so you can still deliver a good service and a good result for your clients. And then you need to be spending the bulk of your time bringing on new clients because that's…
Escúchalo en el minuto 12:41
Oferta y precioLas empresas consolidadas frecuentemente frenan o entierran innovaciones disruptivas por miedo a canibalizar sus flujos de ingresos recurrentes actuales, lo que crea el espacio para que nuevos competidores las desplacen del mercado.
The scary thing is that they actually created the digital camera first, but because their existing business was so good where people actually bought the cameras from them, then they needed to go and actually get the film developed. So it was like a subscription model. They pretty much buried that technology. It's called the innovator's dilemma. People are too scared to disrupt their existing business model, which allows incumbents to come in. It happened to a blockbuster as well.
Escúchalo en el minuto 1:00
Estrategia y decisiones de negocioEl crecimiento en liderazgo y negocios sigue una progresión natural e iterativa. No se debe comparar las fases iniciales propias (capítulo 1) con las etapas consolidadas de otros (capítulo 12), ya que todos comienzan en el mismo punto y la confianza se construye avanzando paso a paso.
You know, they weren't the best leaders. They didn't have the best opportunities for people to work at. But they slowly iterated and they got there. And there is a natural progression that you have to go through to get there. And where you are, you might be on chapter one. You might be on chapter three. And you can't look at someone else's chapter 12 and be like, oh, fuck, like, they're at chapter 12. Like, they all started where you are. You just have to take it one step at a time and build that confidence.
Escúchalo en el minuto 25:16
Las agencias de nicho con un único servicio pueden alcanzar hasta un 50% de margen de beneficio
Oferta y precioFrente a modelos como el comercio electrónico, que operan típicamente con márgenes del 10% al 20% y flujos de caja cercanos al 5%, las agencias hiperespecializadas en una sola vertical de servicio pueden alcanzar márgenes de rentabilidad de hasta el 50%.
Like, compared to e-commerce, we're running at, you know, 10% to 20% profitability. But then even cash flow is, like, what, 5% sometimes. So what are the margins and stuff like that with agencies? Yeah, it depends. If you're, like, just a complete niche operator and you operate in just one service vertical, they can go up as high as 50%.
Escúchalo en el minuto 14:35
Soporte en la zona horaria local para la retención en expansión internacional
Retención y relación con el clienteAl escalar una agencia o empresa de servicios hacia mercados internacionales, resulta crítico establecer presencia o personal en el destino para atender a los clientes dentro de su propio huso horario.
It's kind of like it was forced. We were getting clients over there and then in the beginning it was okay and then it just gets to a point where they want to have, speak to people in their own time.
Escúchalo en el minuto 2:43
Oferta y precioEl modelo de agencia resulta sumamente complejo de escalar debido a que el bajo requerimiento de capital inicial para iniciar operaciones elimina las barreras defensivas de mercado (moats).
I think an agency business is one of the hardest businesses to scale. It's like anything. When there's low capital to get set up, it just, there's no moat around the business, right?
Escúchalo en el minuto 9:51
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