{"rowid": 103, "title": "Recession Tips For Web Designers", "contents": "For web designers, there are four keys to surviving bad economic times: do good work, charge a fair price, lower your overhead, and be sure you are communicating with your client. As a reader of 24 ways, you already do good work, so let\u2019s focus on the rest.\n\nI know something about surviving bad times, having started my agency, Happy Cog, at the dawn of the dot-com bust. Of course, the recession we\u2019re in now may end up making the dot-com bust look like the years of bling and gravy. But the bust was rough enough at the time. \n\nBad times are hard on overweight companies and over-leveraged start-ups, but can be kind to freelancers and small agencies. Clients who once had money to burn and big agencies to help them burn it suddenly consider the quality of work more important than the marquee value of the business card. Fancy offices and ten people at every meeting are out. A close relationship with an individual or small team that listens is in.\n\nThin is in\n\nIf you were good in client meetings when you were an employee, print business cards and pick a name for your new agency. Once some cash rolls in, see an accountant. \n\nIf the one-person entrepreneur model isn\u2019t you, it\u2019s no problem. Form a virtual agency with colleagues who complement your creative, technical, and business skills. Athletics is a Brooklyn-based multi-disciplinary \u201cart and design collective.\u201d Talk about low overhead: they don\u2019t have a president, a payroll, or a pension plan. But that hasn\u2019t stopped clients like adidas, Nike, MTV, HBO, Disney, DKNY, and Sundance Channel from knocking on their (virtual) doors.\n\nRunning a traditional business is like securing a political position in Chicago: it costs a fortune. That\u2019s why bad times crush so many companies. But you are a creature of the internets. You don\u2019t need an office to do great work. I ran Happy Cog out of my apartment for far longer than anyone realized. My clients, when they learned my secret, didn\u2019t care. \n\nKeep it lean: if you can budget your incoming freelance money, you don\u2019t have to pay yourself a traditional salary. Removing the overhead associated with payroll means more of the budget stays in your pocket, enabling you to price your projects competitively, while still within industry norms. (Underpricing is uncool, and clients who knowingly choose below-market-rate vendors tend not to treat those vendors with respect.)\n\nGetting gigs\n\nWeb design is a people business. If things are slow, email former clients. If you just lost your job, email former agency clients with whom you worked closely to inform them of your freelance business and find out how they\u2019re doing. Best practice: focus the email on wishing them a happy holiday and asking how they\u2019re doing. Let your email signature file tell them you\u2019re now the president of Your Name Design. Leading with the fact that you just lost your job may earn sympathy (or commiseration: the client may have lost her job, too) but it\u2019s not exactly a sure-fire project getter.\n\nThe qualities that help you land a web design project are the same in good times or bad. Have a story to tell about the kind of services you offer, and the business benefits they provide. (If you design with web standards, you already have one great story line. What are the others?) \n\nDon\u2019t be shy about sharing your story, but don\u2019t make it the focus of the meeting. The client is the focus. Before you meet her, learn as much as you can about her users, her business, and her competitors. At the very least, read her site\u2019s About pages, and spend some quality time with Google. \n\nMost importantly, go to the meeting knowing how much you don\u2019t know. Arrive curious, and armed with questions. Maintain eye contact and keep your ears open. If a point you raise causes two people to nod at each other, follow up on that point, don\u2019t just keep grinding through your Keynote presentation. \n\nIf you pay attention and think on your feet, it tells the potential client that they can expect you to listen and be flexible. (Clients are like unhappy spouses: they\u2019re dying for someone to finally listen.) If you stick to a prepared presentation, it might send the message that you are inflexible or nervous or both. \u201cNervous\u201d is an especially bad signal to send. It indicates that you are either dishonest or inexperienced. Neither quality invites a client to sign on. Web design is a people business for the client, too: they should feel that their interactions with you will be pleasant and illuminating. And that you\u2019ll listen. Did I mention that?\n\nGive it time\n\nSecuring clients takes longer and requires more effort in a recession. If two emails used to land you a gig, it will now take four, plus an in-person meeting, plus a couple of follow-up calls. This level of salesmanship is painful to geeks and designers, who would rather spend four hours kerning type or debugging a style sheet than five minutes talking business on the telephone. I know. I\u2019m the same way. But we must overcome our natural shyness and inwardness if we intend not to fish our next meal out of a neighbor\u2019s garbage can. \n\nAs a bonus, once the recession ends, your hard-won account management skills will help you take your business to the next level. By the time jobs are plentiful again, you may not want to work for anyone but yourself. You\u2019ll be a captain of our industry. And talented people will be emailing to ask you for a job.", "year": "2008", "author": "Jeffrey Zeldman", "author_slug": "jeffreyzeldman", "published": "2008-12-24T00:00:00+00:00", "url": "https://24ways.org/2008/recession-tips-for-web-designers/", "topic": "business"}
{"rowid": 105, "title": "Contract Killer", "contents": "When times get tough, it can often feel like there are no good people left in the world, only people who haven\u2019t yet turned bad. These bad people will go back on their word, welch on a deal, put themselves first. You owe it to yourself to stay on top. You owe it to yourself to ensure that no matter how bad things get, you\u2019ll come away clean. You owe it yourself and your business not to be the guy lying bleeding in an alley with a slug in your gut.\n\nBut you\u2019re a professional, right? Nothing bad is going to happen to you.\n\nYou\u2019re a good guy. You do good work for good people.\n\nThink again chump.\n\nMaybe you\u2019re a gun for hire, a one man army with your back to the wall and nothing standing between you and the line at a soup kitchen but your wits. Maybe you work for the agency, or like me you run one of your own. Either way, when times get tough and people get nasty, you\u2019ll need more than a killer smile to save you. You\u2019ll need a killer contract too.\n\nIt was exactly ten years ago today that I first opened my doors for business. In that time I\u2019ve thumbed through enough contracts to fill a filing cabinet. I\u2019ve signed more contracts than I can remember, many so complicated that I should have hired a lawyer (or detective) to make sense of their complicated jargon and solve their cross-reference puzzles. These documents had not been written to be understood on first reading but to spin me around enough times so as to give the other player the upper-hand.\n\n\nIf signing a contract I didn\u2019t fully understand made me a stupid son-of-a-bitch, not asking my customers to sign one just makes me plain dumb. I\u2019ve not always been so careful about asking my customers to sign contracts with me as I am now. Somehow in the past I felt that insisting on a contract went against the friendly, trusting relationship that I like to build with my customers. Most of the time the game went my way. On rare the occasions when a fight broke out, I ended up bruised and bloodied. I learned that asking my customers to sign a contract matters to both sides, but what also matters to me is that these contracts should be more meaningful, understandable and less complicated than any of those that I have ever autographed.\n\n\nWriting a killer contract\n\nIf you are writing a contract between you and your customers it doesn\u2019t have to conform to the seemingly standard format of jargon and complicated legalese. You can be creative. A killer contract will clarify what is expected of both sides and it can also help you to communicate your approach to doing business. It will back-up your brand values and help you to build a great relationship between you and your customers. In other words, a creative contract can be a killer contract.\n\n\nYour killer contract should cover:\n\n\n\tA simple overview of who is hiring who, what they are being hired to do, when and for how much\n\tWhat both parties agree to do and what their respective responsibilities are\n\tThe specifics of the deal and what is or isn\u2019t included in the scope\n\tWhat happens when people change their minds (as they almost always do)\n\tA simple overview of liabilities and other legal matters\n\tYou might even include a few jokes\n\n\nTo help you along, I will illustrate those bullet points by pointing both barrels at the contract that I wrote and have been using at Stiffs & Nonsense for the past year. My contract has been worth its weight in lead and you are welcome to take all or any part of it to use for yourself. It\u2019s packing a creative-commons attribution share-a-like license. That means you are free to re-distribute it, translate it and otherwise re-use it in ways I never considered. In return I only ask you mention my name and link back to this article. As I am only an amateur detective, you should have it examined thoroughly by your own, trusted legal people if you use it.\n\nNB: The specific details of this killer contract work for me and my customers. That doesn\u2019t mean that they will work for you and yours. The ways that I handle design revisions, testing, copyright ownership and other specifics are not the main focus of this article. That you handle each of them carefully when you write your own killer contract is.\n\nKiss Me, Deadly\n\nSetting a tone and laying foundations for agreement\n\nThe first few paragraphs of a killer contract are the most important. Just like a well thought-out web page, these first few words should be simple, concise and include the key points in your contract. As this is the part of the contract that people absorb most easily, it is important that you make it count. Start by setting the overall tone and explaining how your killer contract is structured and why it is different.\n\n\n\n\tWe will always do our best to fulfill your needs and meet your goals, but sometimes it is best to have a few simple things written down so that we both know what is what, who should do what and what happens if stuff goes wrong. In this contract you won\u2019t find complicated legal terms or large passages of unreadable text. We have no desire to trick you into signing something that you might later regret. We do want what\u2019s best for the safety of both parties, now and in the future.\n\n\tIn short\n\n\tYou ([customer name]) are hiring us ([company name]) located at [address] to [design and develop a web site] for the estimated total price of [total] as outlined in our previous correspondence. Of course it\u2019s a little more complicated, but we\u2019ll get to that.\n\n\nThe Big Kill\n\nWhat both parties agree to do\n\nHave you ever done work on a project in good faith for a junior member of a customer\u2019s team, only to find out later that their spending hadn\u2019t been authorized? To make damn sure that does not happen to you,  you should ask your customer to confirm that not only are they authorized to enter into your contract but that they will fulfill all of their obligations to help you meet yours. This will help you to avoid any gunfire if, as deadline day approaches, you have fulfilled your side of the bargain but your customer has not come up with the goods.\n\n\n\n\tAs our customer, you have the power and ability to enter into this contract on behalf of your company or organization. You agree to provide us with everything that we need to complete the project including text, images and other information as and when we need it, and in the format that we ask for. You agree to review our work, provide feedback and sign-off approval in a timely manner too. Deadlines work two ways and you will also be bound by any dates that we set together. You also agree to stick to the payment schedule set out at the end of this contract.\n\n\tWe have the experience and ability to perform the services you need from us and we will carry them out in a professional and timely manner. Along the way we will endeavor to meet all the deadlines set but we can\u2019t be responsible for a missed launch date or a deadline if you have been late in supplying materials or have not approved or signed off our work on-time at any stage. On top of this we will also maintain the confidentiality of any information that you give us.\n\n\nMy Gun Is Quick\n\nGetting down to the nitty gritty\n\nWhat appear at first to be a straight-forward projects can sometimes turn long and complicated and unless you play it straight from the beginning your relationship with your customer can suffer under the strain. Customers do, and should have the opportunity to, change their minds and give you new assignments. After-all, projects should be flexible and few customers know from the get-go exactly what they want to see. If you handle this well from the beginning you will help to keep yourself and your customers from becoming frustrated. You will also help yourself to dodge bullets in the event of a fire-fight.\n\n\n\n\tWe will create designs for the look-and-feel, layout and functionality of your web site. This contract includes one main design plus the opportunity for you to make up to two rounds of revisions. If you\u2019re not happy with the designs at this stage, you will pay us in full for all of the work that we have produced until that point and you may either cancel this contract or continue to commission us to make further design revisions at the daily rate set out in our original estimate.\n\n\tWe know from plenty of experience that fixed-price contracts are rarely beneficial to you, as they often limit you to your first idea about how something should look, or how it might work. We don\u2019t want to limit  either your options or your opportunities to change your mind.\n\n\tThe estimate/quotation prices at the beginning of this document are based on the number of days that we estimate we\u2019ll need to accomplish everything that you have told us you want to achieve. If you do want to change your mind, add extra pages or templates or even add new functionality, that won\u2019t be a problem. You will be charged the daily rate set out in the estimate we gave you. Along the way we might ask you to put requests in writing so we can keep track of changes.\n\n\nAs I like to push my luck when it comes to CSS, it never hurts to head off the potential issue of progressive enrichment right from the start. You should do this too. But don\u2019t forget that when it comes to technical matters your customers may have different expectations or understanding, so be clear about what you will and won\u2019t do.\n\n\n\n\tIf the project includes XHTML or HTML markup and CSS templates, we will develop these using valid XHTML 1.0 Strict markup and CSS2.1 + 3 for styling. We will test all our markup and CSS in current versions of all major browsers including those made by Apple, Microsoft, Mozilla and Opera. We will also test to ensure that pages will display visually in a \u2018similar\u2019, albeit not necessarily an identical way, in Microsoft Internet Explorer 6 for Windows as this browser is now past it\u2019s sell-by date.\n\n\tWe will not test these templates in old or abandoned browsers, for example Microsoft Internet Explorer 5 or 5.5 for Windows or Mac, previous versions of Apple\u2019s Safari, Mozilla Firefox or Opera unless otherwise specified. If you need to show the same or similar visual design to visitors using these older browsers, we will charge you at the daily rate set out in our original estimate for any necessary additional code and its testing.\n\n\nThe Twisted Thing\n\nIt is not unheard of for customers to pass off stolen goods as their own. If this happens, make sure that you are not the one left holding the baby. You should also make it clear who owns the work that you make as customers often believe that because they pay for your time, that they own everything that you produce.\n\n\nCopyrights\n\n\n\tYou guarantee to us that any elements of text, graphics, photos, designs, trademarks, or other artwork that you provide us for inclusion in the web site are either owned by your good selfs, or that you have permission to use them. When we receive your final payment, copyright is automatically assigned as follows:\n\n\tYou own the graphics and other visual elements that we create for you for this project. We will give you a copy of all files and you should store them really safely as we are not required to keep them or provide any native source files that we used in making them.\n\n\tYou also own text content, photographs and other data you provided, unless someone else owns them. We own the XHTML markup, CSS and other code and we license it to you for use on only this project.\n\n\nVengeance Is Mine!\n\nThe fine print\n\nUnless your work is pro-bono, you should make sure that your customers keep you in shoe leather. It is important that your customers know from the outset that they must pay you on time if they want to stay on good terms.\n\n\n\tWe are sure you understand how important it is as a small business that you pay the invoices that we send you promptly.  As we\u2019re also sure you\u2019ll want to stay friends, you agree to stick tight to the following payment schedule.\n\n\t[Payment schedule]\n\n\nNo killer contract would be complete without you making sure that you are watching your own back. Before you ask your customers to sign, make it clear-cut what your obligations are and what will happen if any part of your killer contract finds itself laying face down in the dirt.\n\n\n\n\tWe can\u2019t guarantee that the functions contained in any web page templates or in a completed web site will always be error-free and so we can\u2019t be liable to you or any third party for damages, including lost profits, lost savings or other incidental, consequential or special damages arising out of the operation of or inability to operate this web site and any other web pages, even if you have advised us of the possibilities of such damages.\n\n\tJust like a parking ticket, you cannot transfer this contract to anyone else without our permission. This contract stays in place and need not be renewed.  If any provision of this agreement shall be unlawful, void, or for any reason unenforceable, then that provision shall be deemed severable from this agreement and shall not affect the validity and enforceability of any remaining provisions.\n\n\tPhew.\n\n\tAlthough the language is simple, the intentions are serious and this contract is a legal document under exclusive jurisdiction of [English] courts. Oh and don\u2019t forget those men with big dogs.\n\n\nSurvival\u2026 Zero!\n\nTake it from me, packing a killer contract will help to keep you safe when times get tough, but you must still keep your wits about you and stay on the right side of the law.\n\nDon\u2019t be a turkey this Christmas.\n\nBe a contract killer.\n\nUpdate, May 2010: For a follow-on to this article see Contract Killer: The Next Hit", "year": "2008", "author": "Andy Clarke", "author_slug": "andyclarke", "published": "2008-12-23T00:00:00+00:00", "url": "https://24ways.org/2008/contract-killer/", "topic": "business"}
{"rowid": 113, "title": "What Your Turkey Can Teach You About Project Management", "contents": "The problem with project management is that everyone thinks it\u2019s boring. Well, that\u2019s not really the problem. The problem is that everyone thinks it\u2019s boring but it\u2019s still really important. Project management is what lets you deliver your art \u2013 whether that be design or development. \n\nIn the same way, a Christmas dinner cooked by a brilliant chef with no organizational skills is disastrous \u2013 courses arrive in the wrong order, some things are cold whilst others are raw and generally it\u2019s a trip to the ER waiting to happen. Continuing the Christmas dinner theme, here are my top tips for successful projects, wrapped up in a nice little festive analogy. Enjoy!\n\nTip 1: Know What You\u2019re Aiming For\n\n(Turkey? Ham? Both??)\n\nThe underlying cause for the failure of so many projects is mismatched expectations. Christmas dinner cannot be a success if you serve glazed ham and your guests view turkey as the essential Christmas dinner ingredient. It doesn\u2019t matter how delicious and well executed your glazed ham is, it\u2019s still fundamentally just not turkey. You might win one or two adventurous souls over, but the rest will go home disappointed.\n\nAdd to the mix the fact that most web design projects are nowhere near as emotive as Christmas dinner (trust me, a ham vs turkey debate will rage much longer than a fixed vs fluid debate in normal human circles) and the problem is compounded. In particular, as technologists, we forget that our ability to precisely imagine the outcome of a project, be it a website, a piece of software, or similar, is much more keenly developed than the average customer of such projects. \n\nSo what\u2019s the solution? Get very clear, from the very beginning, on exactly what the project is about. What are you trying to achieve? How will you measure success? Is the presence of turkey a critical success factor?\n\nSummarize all this information in some form of document (in PM-speak, it\u2019s called a Project Initiation Document typically). Ideally, get the people who are the real decision makers to sign their agreement to that summary in their own blood. Well, you get the picture, I suppose actual blood is not strictly necessary, but a bit of gothic music to set the tone can be useful!\n\nTip 2: Plan at the Right Level of Detail\n\nHugely detailed and useless Gantt charts are a personal bugbear of mine. For any project, you should plan at the appropriate level of detail (and in an appropriate format) for the project itself. In our Christmas dinner example, it may be perfectly fine to have a list of tasks for the preparation work, but for the intricate interplay of oven availability and cooking times, something more complex is usually due. Having cooked roast dinners for fourteen in a student house where only the top oven and two of the rings on the hob actually worked, I can attest to the need for sequence diagrams in some of these situations!\n\nThe mistake many small teams make is to end up with a project plan that is really the amalgamation of their individual todo lists. What is needed is a project plan that will:\n\n\n\treflect reality\n\tbe easy to update\n\thelp to track progress (i.e. are we on track or not?)\n\n\nA good approach is to break your project into stages (each representing something tangible) and then into deliverables (again, something tangible for each milestone, else you\u2019ll never know if you\u2019ve hit it or not!). \n\nMy personal rule of thumb is that the level of granularity needed on most projects is 2-3 days \u2013 i.e. we should never be more than two to three days from a definitive milestone which will either be complete or not. The added advantage of this approach is that if find yourself off track, you can only be two to three days off track\u2026 much easier to make up than if you went weeks or even months working hard but not actually delivering what was needed!\n\nIn our Christmas dinner example, there are a number of critical milestones \u2013 a tick list of questions. Do we have all the ingredients? Check. Has the turkey been basted? Check. On the actual day, the sequencing and timing will mean more specific questions: It\u2019s 12pm. Are the Brussels sprouts cooked to death yet? Check. (Allowing for the extra hour of boiling to go from soft and green to mushy and brown\u2026 Yeuch!) \n\nTip 3: Actively Manage Risks and Issues\n\nA risk is something that could go wrong. An issue is something that has already gone wrong. Risks and issues are where project management superstars are born. Anyone can manage things when everything is going according to plan; it\u2019s what you do when Cousin Jim refuses to eat anything but strawberry jam sandwiches that sorts the men from the boys. \n\nThe key with a Christmas dinner, as with any project, is to have contingency plans for the most likely and most damaging risks. These depend on your own particular situation, but some examples might be:\n\n \n\t\t\n\t\t\tRISK\n\t\t\tCONTINGENCY PLAN\n\t\t\n\t\t\n\t\t\tCousin Jim is a picky eater.\n\t\t\tHave strawberry jam and sliced white bread on hand to placate.\n\t\t\n\t\t\n\t\t\tPrime organic turkey might not be available at Waitrose on Christmas eve.\n\t\t\tShop in advance!\n\t\t\n\t\t\n\t\t\tYou live somewhere remote that seems to lose power around Christmas on a disturbingly regular basis.\n\t\t\t(number of options here depending on how far you want to go\u2026)\n\n\t\t\t\t\tBuy a backup generator.\n\n\t\t\t\t\tInvent a new cooking method using only candles.\n\n\t\t\t\t\tStock up on \u201cChristmas dinner in a tin\u201d.\n\t\t\n\t\t\n\t\t\tYour mother in law is likely to be annoying.\n\t\t\tBottle of sherry at the ready (whether it\u2019s for you or her, you can decide!).\n\t\t\n \n\n\nThe point of planning in advance is so that most of your issues don\u2019t blindside you \u2013 you can spring into action with the contingency plan immediately. This leaves you with plenty of ingenuity and ability to cope in reserve for those truly unexpected events. \n\nBack in your regular projects, you should have a risk management plan (developed at the beginning of the project and regularly reviewed) as well as an issue list, tracking open, in progress and closed issues. Importantly, your issue list should be separate from any kind of bug list \u2013 issues are at a project level, bugs are at a technical level.\n\nTip 4: Have a Project Board\n\nA project board consists of the overall sponsor of your project (often, but not always, the guy with the cheque book) and typically a business expert and a technical expert to help advise the sponsor. The project board is the entity that is meant to make the big, critical decisions. As a project manager, your role is to prepare a recommendation, but leave the actual decision up to the board. \n\nAdmittedly this is where our Christmas dinner analogy has to stretch the most, but if you imagine that instead of just cooking for your family you are the caterer preparing a Christmas feast for a company. In this case, you obviously want to please the diners who will be eating the food, but key decisions are likely to be taken by whoever is organizing the event. They, in turn, will involve the boss if there are really big decisions that would affect the project drastically \u2013 for instance, having to move it to January, or it exceeding the set budget by a significant amount.\n\nMost projects suffer from not having a project board to consult for these major decisions, or from having the wrong people selected. The first ailment is eased by ensuring that you have a functioning project board, with whom you either meet regularly to update on status, or where there is a special process for convening the board if they are needed. The second problem is a little more subtle. Key questions to ask yourself are:\n\n\n\tWho is funding this project?\n\tWho has the authority to stop the project if it was the right thing to do?\n\tWho are the right business and technical advisors?\n\tWho are the folks who don\u2019t look like they are powerful on the org chart, but in fact might scupper this project? (e.g. administrators, tech support, personal assistants\u2026)\n\n\nTip 5: Finish Unequivocably and Well\n\nNo one is ever uncertain as to when Christmas dinner ends. Once the flaming pudding has been consumed and the cheese tray picked at, the end of the dinner is heralded by groaning and everyone collapsing in their chairs. Different households have different rituals, so you might only open your presents after Christmas dinner (unlikely if you have small children!), or you might round off the afternoon watching the Queen\u2019s speech (in Britland, certainly) or if you live in warmer climes you might round off Christmas dinner with a swim (which was our tradition in Cape Town \u2013 after 30 mins of food settling so you didn\u2019t get cramp, of course!). \n\nThe problem with projects is that they are one time efforts and so nowhere near as ritualized. Unless you have been incredibly lucky, you\u2019ve probably worked on a project where you thought you were finished but seemed unable to lose your \u201czombie customers\u201d \u2013 those folks who just didn\u2019t realise it was over and kept coming back with more and more requests. You might even have fallen prey to this yourself, believing that the website going live was the end of the project and not realising that a number of things still needed to be wrapped up.\n\nThe essence of this final tip is to inject some of that end-of-Christmas finality ritual into your projects. Find your own ritual for closing down projects \u2013 more than just sending the customer the invoice and archiving the files. Consider things like documentation, support structure handover and training to make sure that those zombies are going to the right people (hopefully not you!). \n\nSo, to summarise:\n\n\n\tMake sure you start your projects well \u2013 with an agreed (written) vision of what you\u2019re trying to achieve.\n\tPlan your projects at the right level of detail and in an appropriate format \u2013 never be more than a few days away from knowing for sure whether you\u2019re on track or not.\n\tPlan for likely and important risks and make sure you track and resolve those you actually encounter.\n\tInstitute a project board, made up of the people with the real power over your project.\n\tCreate rituals for closing projects well \u2013 don\u2019t leave anyone in doubt that the project has been delivered, or of who they should go to for further help.", "year": "2008", "author": "Meri Williams", "author_slug": "meriwilliams", "published": "2008-12-16T00:00:00+00:00", "url": "https://24ways.org/2008/what-your-turkey-can-teach-you-about-project-management/", "topic": "business"}
{"rowid": 114, "title": "How To Create Rockband'ism", "contents": "There are mysteries happening in the world of business these days. We want something else by now. The business of business has to become more than business. We want to be able to identify ourselves with the brands we purchase and we want them to do good things. We want to feel cool because we buy stuff, and we don\u2019t just want a shopping experience \u2013 we want an engagement with a company we can relate to.\n\nLet me get back to \u201cfeeling cool\u201d \u2013 if we want to feel cool, we might get the companies we buy from to support that. That\u2019s why I am on a mission to make companies into rockbands.\n\nNow when I say rockbands \u2013 I don\u2019t mean the puke-y, drunky, nasty stuff that some people would highlight is also a part of rockbands. Therefore I have created my own word \u201crockband\u2019ism\u201d. This word is the definition of a childhood dream version of being in a rockband \u2013 the feeling of being more respected and loved and cool, than a cockroach or a suit on the floor of a company.\n\nRockband\u2019ism\n\nRockband\u2019ism is what we aspire to, to feel cool and happy.\n\nSo basically what I am arguing is that companies should look upon themselves as rockbands. Because the world has changed, so business needs to change as well.\n\nI have listed a couple of things you could do today to become a rockband, as a person or as a company.\n\n1 \u2013 Give your support to companies that make a difference to their surroundings \u2013 if you are buying electronics look up what the electronic producers are doing of good in the world (check out the Greenpeace Guide to Greener Electronics).\n\n2 \u2013 Implement good karma in your everyday life (and do well by doing good). What you give out you get back at some point in some shape \u2013 this can also be implemented for business.\n\n3 \u2013 WWRD? \u2013 \u201cwhat would a rockband do\u201d? or if you are into Kenny Rogers \u2013 what would he do in any given situation? This will also show yourself where your business or personal integrity lies because you actually act as a person or a rockband you admire.\n\n4 \u2013 Start leading instead of managing \u2013 If we can measure stuff why should we manage it? Leadership is key here instead of management. When you lead you tell people how to reach the stars, when you manage you keep them on the ground.\n\n5 \u2013 Respect and confide in, that people are the best at what they do. If they aren\u2019t, they won\u2019t be around for long. If they are and you keep on buggin\u2019 them, they won\u2019t be around for long either.\n\n6 \u2013 Don\u2019t be arrogant \u2013 Because audiences can\u2019t stand it \u2013 talk to people as a person not as a company.\n\n7 \u2013 Focus on your return on involvement \u2013 know that you get a return on, what you involve yourself in. No matter if it\u2019s bingo, communities, talks, ornithology or un-conferences.\n\n8 \u2013 Find out where you can make a difference and do it. Don\u2019t leave it up to everybody else to save the world.\n\n9 \u2013 Find out what you can do to become an authentic, trustworthy and remarkable company. Maybe you could even think about this a lot and make these thoughts into an actionplan.\n\n10 \u2013 Last but not least \u2013 if you\u2019re not happy \u2013 do something else, become another type of rockband, maybe a soloist of a sort, or an orchestra.\n\nNo more business as usual\n\nThis really isn\u2019t time for more business as usual, our environment (digital, natural, work or any other kind of environment) is changing. You are going to have to change too.\n\nThis article actually sprang from a talk I did at the Shift08 conference in Lisbon in October. In addition to this article for 24 ways I have turned the talk into an eBook that you can get on Toothless Tiger Press for free.\n\nMay you all have a sustainable and great Christmas full of great moments with your loved ones. December is a month for gratitude, enjoyment and love.", "year": "2008", "author": "Henriette Weber", "author_slug": "henrietteweber", "published": "2008-12-07T00:00:00+00:00", "url": "https://24ways.org/2008/how-to-create-rockbandism/", "topic": "business"}
{"rowid": 115, "title": "Charm Clients, Win Pitches", "contents": "Over the years I have picked up a number of sales techniques that have lead to us doing pretty well in the pitches we go for. Of course, up until now, these top secret practices have remained firmly locked in the company vault but now I am going to share them with you. They are cunningly hidden within the following paragraphs so I\u2019m afraid you\u2019re going to have to read the whole thing.\n\nOk, so where to start? I guess a good place would be getting invited to pitch for work in the first place.\n\nShameless self promotion\n\nWhat not to do\n\nYou\u2019re as keen as mustard to \u2018sell\u2019 what you do, but you have no idea as to the right approach. From personal experience (sometimes bitter!), the following methods are as useful as the proverbial chocolate teapot:\n\n\n\tCold calling\n\tAdvertising\n\tBidding websites\n\tSales people\n\tNetworking events\n\n\nOk, I\u2019m exaggerating; sometimes these things work. For example, cold calling can work if you have a story \u2013 a reason to call and introduce yourself other than \u201cwe do web design and you have a website\u201d. \u201cWe do web design and we\u2019ve just moved in next door to you\u201d would be fine. \n\nAdvertising can work if your offering is highly specialist. However, paying oodles of dollars a day to Google Ads to appear under the search term \u2018web design\u2019 is probably not the best use of your budget. \n\nSpecialising is, in fact, probably a good way to go. Though it can feel counter intuitive in that you are not spreading yourself as widely as you might, you will eventually become an expert and therefore gain a reputation in your field. Specialism doesn\u2019t necessarily have to be in a particular skillset or technology, it could just as easily be in a particular supply chain or across a market.\n\nTarget audience\n\n\u2018Who to target?\u2019 is the next question. If you\u2019re starting out then do tap-up your family and friends. Anything that comes your way from them will almost certainly come with a strong recommendation. Also, there\u2019s nothing wrong with calling clients you had dealings with in previous employment (though beware of any contractual terms that may prevent this). You are informing your previous clients that your situation has changed; leave it up to them to make any move towards working with you. After all, you\u2019re simply asking to be included on the list of agencies invited to tender for any new work.\n\nLook to target clients similar to those you have worked with previously. Again, you have a story \u2013 hopefully a good one!\n\nSo how do you reach these people?\n\n\n\tMailing lists\n\tForums\n\tWriting articles\n\tConferences / Meetups\n\tSpeaking opportunities\n\tSharing Expertise\n\n\nIn essence: blog, chat, talk, enthuse, show off (a little)\u2026 share.\n\nThere are many ways you can do this. There\u2019s the traditional portfolio, almost obligatory blog (regularly updated of course), podcast, \u2018giveaways\u2019 like Wordpress templates, CSS galleries and testimonials. Testimonials are your greatest friend. Always ask clients for quotes (write them and ask for their permission to use) and even better, film them talking about how great you are.\n\nFinally, social networking sites can offer a way to reach your target audiences. You do have to be careful here though. You are looking to build a reputation by contributing value. Do not self promote or spam!\n\nWriting proposals\n\nIs it worth it?\n\nOk, so you have been invited to respond to a tender or brief in the form of a proposal. Good proposals take time to put together so you need to be sure that you are not wasting your time. There are two fundamental questions that you need to ask prior to getting started on your proposal:\n\n\n\tCan I deliver within the client\u2019s timescales?\n\tDoes the client\u2019s budget match my price?\n\n\nThe timescales that clients set are often plucked from the air and a little explanation about how long projects usually take can be enough to change expectations with regard to delivery. However, if a deadline is set in stone ask yourself if you can realistically meet it. Agreeing to a deadline that you know you cannot meet just to win a project is a recipe for an unhappy client, no chance of repeat business and no chance of any recommendations to other potential clients.\n\nPrice is another thing altogether. So why do we need to know?\n\nThe first reason, and most honest reason, is that we don\u2019t want to do a lot of unpaid pitch work when there is no chance that our price will be accepted. Who would? But this goes both ways \u2013 the client\u2019s time is also being wasted. It may only be the time to read the proposal and reject it, but what if all the bids are too expensive? Then the client needs to go through the whole process again.\n\nThe second reason why we need to know budgets relates to what we would like to include in a proposal over what we need to include. For example, take usability testing. We always highly recommend that a client pays for at least one round of usability testing because it will definitely improve their new site \u2013 no question. But, not doing it doesn\u2019t mean they\u2019ll end up with an unusable turkey. It\u2019s just more likely that any usability issues will crop up after launch.\n\nI have found that the best way to discover a budget is to simply provide a ballpark total, usually accompanied by a list of \u2018likely tasks for this type of project\u2019, in an initial email or telephone response. Expect a lot of people to dismiss you out of hand. This is good. Don\u2019t be tempted to \u2018just go for it\u2019 anyway because you like the client or work is short \u2013 you will regret it.\n\nOthers will say that the ballpark is ok. This is not as good as getting into a proper discussion about what priorities they might have but it does mean that you are not wasting your time and you do have a chance of winning the work. The only real risk with this approach is that you misinterpret the requirements and produce an inaccurate ballpark.\n\nFinally, there is a less confrontational approach that I sometimes use that involves modular pricing. We break down our pricing into quite detailed tasks for all proposals but when I really do not have a clue about a client\u2019s budget, I will often separate pricing into \u2018core\u2019 items and \u2018optional\u2019 items. This has proved to be a very effective method of presenting price.\n\nWhat to include\n\nSo, what should go into a proposal? It does depend on the size of the piece of work. If it\u2019s a quick update for an existing client then they don\u2019t want to read through all your blurb about why they should choose to work with you \u2013 a simple email will suffice.\n\nBut, for a potential new client I would look to include the following:\n\n\n\tYour suitability\n\tSummary of tasks\n\tTimescales\n\tProject management methodology\n\tPricing\n\tTesting methodology\n\tHosting options\n\tTechnologies\n\tImagery\n\tReferences\n\tFinancial information\n\tBiographies\n\n\nHowever, probably the most important aspect of any proposal is that you respond fully to the brief. In other words, don\u2019t ignore the bits that either don\u2019t make sense to you or you think irrelevant. If something is questionable, cover it and explain why you don\u2019t think it is something that warrants inclusion in the project.\n\nShould you provide speculative designs? If the brief doesn\u2019t ask for any, then certainly not. If it does, then speak to the client about why you don\u2019t like to do speculative designs. Explain that any designs included as part of a proposal are created to impress the client and not the website\u2019s target audience. Producing good web design is a partnership between client and agency. This can often impress and promote you as a professional. However, if they insist then you need to make a decision because not delivering any mock-ups will mean that all your other work will be a waste of time.\n\nWalking away\n\nAs I have already mentioned, all of this takes a lot of work. So, when should you be prepared to walk away from a potential job? I have already covered unrealistic deadlines and insufficient budget but there are a couple of other reasons. Firstly, would this new client damage your reputation, particularly within current sectors you are working in? Secondly, can you work with this client? A difficult client will almost certainly lead to a loss-making project.\n\nPerfect pitch\n\nRequirements\n\nIf the original brief didn\u2019t spell out what is expected of you at a presentation then make sure you ask beforehand. The critical element is how much time you have. It seems that panels are providing less and less time these days.\n\nThe usual formula is that you get an hour; half of which should be a presentation of your ideas followed by 30 minutes of questions. This isn\u2019t that much time, particularly for a big project that covers all aspect of web design and production. Don\u2019t be afraid to ask for more time, though it is very rare that you will be granted any.\n\nAsk if there any areas that a) they particularly want you to cover and b) if there are any areas of your proposal that were weak.\n\nAsk who will be attending. The main reason for this is to see if the decision maker(s) will be present but it\u2019s also good to know if you\u2019re presenting to 3 or 30 people.\n\nWho should be there\n\nGenerally speaking, I think two is the ideal number. Though I have done many presentations on my own, I always feel having two people to bounce ideas around with and have a bit of banter with, works well. You are not only trying to sell your ideas and expertise but also yourselves. One of the main things in the panels minds will be \u2013 \u201ccan I work with these people?\u201d\n\nHaving more than two people at a presentation often looks like you\u2019re wheeling people out just to demonstrate that they exist.\n\nWhat makes a client want to hire you?\n\nIn a nutshell: Confidence, Personality, Enthusiasm.\n\nYou can impart confidence by being well prepared and professional, providing examples and demonstrations and talking about your processes. You may find project management boring but pretty much every potential client will want to feel reassured that you manage your projects effectively.\n\nAs well as demonstrating that you know what you\u2019re talking about, it is important to encourage, and be part of, discussion about the project. Be prepared to suggest and challenge and be willing to say \u201cI don\u2019t know\u201d.\n\nAlso, no-one likes a show-off so don\u2019t over promote yourself; encourage them to contact your existing clients.\n\nWhat makes a client like you?\n\nEngaging with a potential client is tricky and it\u2019s probably the area where you need to be most on your toes and try to gauge the reaction of the client. We recommend the following:\n\n\n\tEncourage questions throughout\n\tAsk if you make sense \u2013 which encourages questions if you\u2019re not getting any\n\tHumour \u2013 though don\u2019t keep trying to be funny if you\u2019re not getting any laughs!\n\tBe willing to go off track\n\tRead your audience\n\tEmpathise with the process \u2013 chances are, most of the people in front of you would rather be doing something else\n\tThink about what you wear \u2013 this sounds daft but do you want to be seen as either the \u2018stiff in the suit\u2019 or the \u2018scruffy art student\u2019? Chances are neither character would get hired.\n\n\nDifferentiation\n\nSometimes, especially if you think you are an outsider, it\u2019s worth taking a few risks. I remember my colleague Paul starting off a presentation once with the line (backed up on screen) \u2013 \u201cHeadscape is not a usability consultancy\u201d. This was in response to the clients request to engage a usability consultancy. The thrust of Paul\u2019s argument was that we are a lot more than that.\n\nThis really worked. We were the outside choice but they ended up hiring us. Basically, this differentiated us from the crowd. It showed that we are prepared to take risks and think, dare I say it, outside of the box.\n\nDealing with difficult characters \n\nHow you react to tricky questioning is likely to be what determines whether you have a good or bad presentation. Here are a few of those characters that so often turn up in panels:\n\nThe techie \u2013 this is likely to be the situation where you need to say \u201cI don\u2019t know\u201d. Don\u2019t bluff as you are likely to dig yourself a great big embarrassment-filled hole. Promise to follow up with more information and make sure that you do so as quickly as possible after the pitch. \n\nThe \u2018hard man\u2019 MD \u2013 this the guy who thinks it is his duty to throw \u2018curve ball\u2019 questions to see how you react. Focus on your track record (big name clients will impress this guy) and emphasise your processes.\n\nThe \u2018no clue\u2019 client \u2013 you need to take control and be the expert though you do need to explain the reasoning behind any suggestions you make. This person will be judging you on how much you are prepared to help them deliver the project.\n\nThe price negotiator \u2013 be prepared to discuss price but do not reduce your rate or the effort associated with your proposal. Fall back on modular pricing and try to reduce scope to come within budget. You may wish to offer a one-off discount to win a new piece of work but don\u2019t get into detail at the pitch.\n\nDon\u2019t panic\u2026\n\nIf you go into a presentation thinking \u2018we must win this\u2019 then, chances are, you won\u2019t. Relax and be yourself. If you\u2019re not hitting it off with the panel then so be it. You have to remember that quite often you will be making up the numbers in a tendering process. This is massively frustrating but, unfortunately, part of it. If it\u2019s not going well, concentrate on what you are offering and try to demonstrate your professionalism rather than your personality. Finally, be on your toes, watch people\u2019s reactions and pay attention to what they say and try to react accordingly.\n\nSo where are the secret techniques I hear you ask? Well, using the words \u2018secret\u2019 and \u2018technique\u2019 was probably a bit naughty. Most of this stuff is about being keen, using your brain and believing in yourself and what you are selling rather than following a strict set of rules.", "year": "2008", "author": "Marcus Lillington", "author_slug": "marcuslillington", "published": "2008-12-09T00:00:00+00:00", "url": "https://24ways.org/2008/charm-clients-win-pitches/", "topic": "business"}