UNHEARD-OF PROFITS VIA A PROVEN MODEL: I developed a groundbreaking approach to add top 100 advertisers as clients via a more effective, minimal cost, new business process, that takes business away from the largest ad agencies, and a creative model that added to an agency's capabilities will ensure advertising and content that will consistently deliver unmatched results and result in, as you will learn, dramatically higher profits agencies would consider to be obscene, but all of this is 100% viable.
This is not an incremental improvement. It's a paradigm shift confirmed in a dozen emails from senior executives, including an EVP Marketing, SVPs and a CMO, at P&G, Chevrolet, NBC, Gillette, McDonald's, ICM, and others. For credibility, after viewing the “Validation” section in a minute, with two reprinted emails, from P&G and Chevrolet, plus other reactions that, as a group, no agency could receive, you'll realize this is real.
To monetize these unique competitive advantages, I need to team with a forward-thinking agency, and the net cost to add me is zero.
After all, ad agencies exist to show advertisers new and better ways to, ultimately, increase revenue and profit, so I am sure you are open to new and better ways to dramatically increase your revenue and profit, especially when it's endorsed by the nation's largest advertisers.
Why This is Different (and Better): The higher profits emerge from, as explained following the “Validation” section, my one-person agency/content company cracking the code on the three agency functions:
- Client Acquisition: My method, implemented by me or your team, and I don't fill out RFPs, slashes the cost of acquiring initial projects from top-100 advertisers to one meeting, only to close the deal. Even if the advertiser is not seeking a new agency, the compelling nature of the proposals ensures substantial interest since decision-makers, the only people I deal with, will be 100% confident that what they read will outperform their competitors and what they receive from their giant agencies.
- Uniquely Effective Creative: My model is so effective that, among other positive reactions, I am the only person ever invited to present a creative model to the ANA, and it's in writing. Because it automatically leads to the most effective advertising and content in the category, it's also why Gillette placed a program in its budget after reading a proposal and three phone calls, why Chevrolet is eager to meet with me, etc.
- Adding Massive Profit Centers: While agencies operate under the most limiting revenue model, fees or time lacking equity in what they create, I don't. I re-engineered the compensation model to generate significantly more profit per project, and "significantly more" is an understatement. The programs are licensed to advertisers with profits you cannot imagine due to the superior results and unique profit centers that you will agree make perfect sense no other agency can justify.
Additional Benefits: Enhancing the three key competitive advantages I deliver to an agency.
- My Creative Model Doesn't Replace Yours: To place it in context, if your agency has six capabilities, this would be the seventh, a powerful, differentiation designed for top 100 advertisers that looks similar to what agencies do, but looks are deceiving, that will generate results dramatically outpacing what even the so-called “creative” shops earn.
- Reduced Workload, Personnel and Overhead: Since the real profits emerge from profit centers I add, some of the work can be farmed out to specialist companies paid from the normal fee, thus reducing the workload, which reduces the personnel and overhead costs associated with more work.
- Adding Me has a Net Cost of Zero: My compensation preference is primarily by results, and you will soon learn the two reasons that the net to add me is zero, actually below zero.
Modernizing the Landscape: An ad agency's core functions – adding business, developing creative and the revenue model – have remained largely unchanged for decades.
Just as cars drive themselves and phones are mini-supercomputers, agencies need to evolve. For top 100 advertisers that will be added, I've brought these foundational elements to account for the 21st century’s explosion in brands in a category and media, providing a competitive edge that advertisers and agency staff will truly value.
Don't just take my word for it. The endorsements from the nation's largest advertisers speak volumes about the effectiveness and profitability of my models. And this document outlines just one of three high-profit applications of my innovative approach.
VALIDATION: No ad agency, even the giants and so-called “creative” ones, could receive these reactions, and validation of one application is the validation of all three since they all emerge from the same model.
Ask yourself this question: why would an unknown, one-person agency receive the kind of enthusiastic reactions from top-100 advertisers that not even global agencies could generate if his creative model wasn't that much better?
Procter and Gamble/ANA: I wanted to explain to the Association of National Advertisers (ANA) members how my unique content automatically increases sales, as opposed to just name awareness and promotion slashes CPMs thus elevating one brand above its competition and more.
After he read an eight-page explanation, Jim Stengel, when he was P&G’s EVP-Marketing and ANA Chairman, he’s the Steve Jobs or Warren Buffett of marketing as to respect and influence, responded with this to my old email address:
From: Stengel (dot) jr (at) pg (dot) com
Subject: Re: Will interest ANA members
Ken,
Thanks for sending. I liked the ideas. I'd suggest you send this to Bob Liodice (Note: ANA President) at the ANA with an open offer to meet with the ANA/present your POV at a future forum/ meeting. Feel free to mention that you have shared with me.
Regards,
Jim
I learned I am the first and only person ever asked to present a creative model to the ANA. However, it has a policy about one company making a presentation since it can appear to be an endorsement, which it cannot do. But what is important is, since the most-respected marketer in the country confirms my hard-to-copy model is that much better, so will the other ANA members, and they are the prime client base.
Chevrolet: An SVP was contacted and read a one-page introduction to a program designed to increase sales by 8-to-16%, differentiate the brand and improve relations with their dealers, claims no ad agency could make. They’re pitched by hundreds of ad agencies, PR firms, content companies and others, meet with few and none could create this program. This is from the Manager in charge of the area it dealt with.
James (dot) Ryan (at) gm (dot) com wrote:
Hello, Ken. Sorry for the delay in responding. Do you have plans to be in Detroit? Would probably be best to meet in person to learn more about your concept. Thanks.
Jim Ryan
Chevrolet Advertising
100 Renaissance Center
Detroit, MI 48265-1000
MC: 482-A29-D82
Phone: 313-665-16XX
Over the phone, he said the entire marketing team will be in the meeting, but I chose not to meet until with a real agency. This is also ideal for any non-luxury auto brand, such as Ford, Toyota and Nissan. Major advertisers rarely, if ever, apologize even to the largest ad agencies for not getting back to them, but they did to me since they realized the extreme value being offered.
Gillette placed a program in its budget after its president and brand managers read a proposal and three phone calls; we never met. This validates how powerful the new business and creative models are since sometimes the new business cost can be zero.
The Worldwide Head of TV at ICM, the major talent agency, after seeing what I’m doing in content told me that “once in the marketplace, advertisers (for branded content) and TV studios (for TV series) will be lining up at your door.”
Using the same model and, if he wasn't terminated before we could finalize a deal, in many emails NBC's SVP Development confirms he would have bought two TV series from me to be produced by its production companies, writing in one "I want to do business with you," because I did what no one else can: Proved during the pitch how they will outperform all others. This can be revived and profits in TV, compared to advertising, are obscene.
I was told, if not for a conflict, McDonald’s would have bought a program after a VP read a proposal. Since it involved children it must work with Ronald McDonald House, but this one didn’t. However, it will work with other companies targeting families, such as Target.
Two projects with medium-sized companies have been completed – one in consumer electronics, the other in home and office. Both were added via phone calls with their presidents and emailed proposals.
COMPETITIVE ADVANTAGES: The upgrades to the creative, new business, workload/overhead/personnel and profit models are those no agency can implement.
Creative: Today, people are bombarded with millions of content offerings created by tens of thousands of advertisers, ad agencies, PR firms, content companies, people and others, plus the TV industry. But none are like mine.
While appearing to be content programs, the unique Content-Promotion Packages are designed to become, immediately or over time, the differentiating centerpiece of the client’s promotional campaign.
We are actually sneaking in via the back door since they’ll be buying what appears to be a content program, but receiving a sales-increasing competitive advantage with powerful promotion decision-makers will know will outperform what they and their competition are doing.
Then the creative becomes the rationale for the more appealing new business, workload and revenue advantages.
My model’s “secret sauce” creates C-P Packages that fit with the marketing plans of every brand in a category and will exceed the client’s goals. No agency can do that and that’s a sentence worth re-reading.
Each Package, automatically and by definition, slashes CPMs and increases sales. That's because I found a universal selling proposition that is so powerful that, besides applying to every brand in a category, it overrides everything each competitor is doing. I create them, some are ready to go and, if the agency chooses, it can improve them and develop others.
To understand how it works, let's call the parity or parity-like common features “Features A, B C and D.” Think of Visa credit cards since hundreds of banks, credit unions and companies offer and promote the same products and features. For example, 1 or 3% cash back, but the average return on that is only a few dollars a month, not a very appealing benefit. So it is turned into a battle of the creative requiring a great deal of media dollars for, at best, a slight market share gain.
Instead, we create “Feature E.“ “Feature E” is unique content placed on the client's website and social media that becomes the compelling differentiation that will even break parity in parity-like categories, elevate one brand above its competition and increase sales, not just name awareness. No ad agency or content creator can do this.
Here’s the key: “Feature E” is more valuable, important, relevant and appealing to the market than the features common to the brands in the category. Another sentence worth re-reading.
Since it delivers a concrete competitive advantage, “Feature E” practically writes compelling promotion that will drive people in droves to view the content. Research comparing promotion created under my 21st-century model to what all others develop confirms it is overwhelmingly preferred. Since people have millions of content options, but can only access very few, extremely effective promotion is a prerequisite to maximize results from content; without it they are almost always minimized.
After the target market, and others, are exposed to the content it becomes the close that will deliver a significant increase in sales or, with credit cards, applications. That is opposed to the usual increase in name awareness content programs deliver having minimal value compared to increasing sales, although C-P Packages will also increase name awareness.
That competitive advantage then elevates one brand above its competition by giving it, via the content, a huge differentiation that breaks parity. How? By becoming a real partner in its target market’s lives.
The test to determine if the Package meets our standards, meaning it will create an emotional connection between it and the target market, increase sales and differentiate the brand, is people must want to, literally, thank the brand for the content because it will make their lives better. Every program will pass it.
That is what makes this content, meaning “Feature E,” more relevant and important to the consumer than features “A, B, C and D” and what the competition is doing, and why the powerful promotion easily flows from it.
The bottom line is that C-P Packages will dramatically increase ROI, have a low cost to the client but, as you will learn, a very high profit due to adding profit centers, and each project can result in adding the account. The nation’s largest advertisers confirm we’ll separate all ad agencies into two groups: Us…and everyone else.
The C-P Package is one application of my content-promotion model. Another is even stronger on a relative basis and contains profit centers even larger, yet both do not require much work. This is about working smarter, not harder.
Client Acquisition: Compare the usual long, costly and demeaning process, which no ad agency likes, to mine, used by me or your people, it’s your choice. Here’s my proactive, two-step approach that only works with my creative model and its “secret sauce.” To begin, we don’t fill out RFPs or compete with others.
Step One: We select and approach one brand in a category, note that the content applies to all competitors, and motivate the decision-maker to read an introduction to the C-P Package placed on our website. I have a proven method to accomplish that over the phone, as evidenced by reactions from, and these are explained later with two of many emails for credibility, P&G’s EVP Marketing, Gillette’s President and brand managers, NBC’s SVP Development and CMO, Chevrolet’s SVP, McDonald’s VP, ICM’s Worldwide Head of TV and two presidents of medium-sized companies.
Keep in mind that we create and own the C-P Packages so we are licensing them to advertisers, and they will have no problem with that. And it doesn’t matter if the advertiser is seeking a new agency or not since this is for a project.
Once the decision maker reads the intro, which I proved they will, learns how compelling the content will be and sees one or two simple banner ads to show how effective the promotion will be, they will not want a competitor exposed to the Package. Since promotion is the easiest to research, included can be very low-cost research from Survey Monkey comparing their ad agency’s advertising to what the potential client was shown in the introduction; the results will conclusively prove ours is far more effective.
They will be 90% or more convinced that, if we can back up our claims, which we know we can, the C-P Package will outperform what they and their competitors are doing. They will realize what they thought, or were spun, as “A”-level results are really, compared to what our Package will do, “D”s; we redefine what an “A” is. And they cannot implement a C-P Package just after seeing the introduction.
Step Two: We meet to flesh out the program, which is the final 0-to-10%, and close the deal. That’s it.
From first contact to closing should not be long and, after the advertiser buys the C-P Package, more services or projects can be added. You've never seen anything like this since the agency chooses the advertiser, the advertiser doesn't choose the agency.
Because C-P Packages are unique, and advertisers are pre-sold after step one, we don’t need a fancy presentation. I received reactions from top-100 advertisers via e-mailed proposals in Word because, when offering something extremely valuable and unique, it can be presented in a very simple form. Total cost, besides travel (or a Zoom call) only to close the deal, will be an hour or two of creative time to make the final presentation more professional looking since that would be expected from an ad agency.
Here are 10 initial categories we can go after since C-P Packages are developed, or offer to your clients if they make sense:
Hotel chain Auto factory Health insurance company Bank/credit card
Cable channel targeting young men Food manufacturer Discount department store
Company targeting families Company targeting males 15-to-30 Tire company
Note: If we competed against any agency or content-creating company, which we don’t since we ae proactive but, if we did, we’d win every time, at next-to-no cost. That’s not an arrogant statement; it's a statement of fact because the model is so much better.
Workload/Personnel/Overhead: Ad agencies are personnel heavy which increases costly overhead. My model isn’t.
Each C-P Package contains three elements: Content, advertising and publicity. The advertising and publicity flow so easily from the content that it will take hardly any time to create the category’s most effective promotion. A strong claim, but seeing examples makes that obvious. As you will learn, our real revenue is not time or fee-based so, financially, taking minimal time is not an issue.
A specialist content company produces the content from the approved proposal while, if the ad agency doesn’t handle publicity, it is also farmed out. The promotion will be so effective that research will confirm that the banner ads in the proposal will easily outperform the client’s giant ad agency’s 30-second TV spots.
As mentioned, the C-P Packages are relatively inexpensive to the client, but the added value and our profit is huge. For the pitch, I develop the introduction and Package. The agency can improve the pitch, create the promotion using my more effective model that will result in the category’s most effective and can develop other C-P Packages.
By farming out much of the work a small team can handle many projects once this is fully operational, thus costly overhead is greatly reduced, while any personnel after me will be paid for out of cash flow.
Revenue/Profit: Did you know that the major tech companies’ profit per employee is greater than ad agency holding companies’ revenue per employee?
Ad agencies are compensated under the most financially limiting revenue model, fees or time without equity in what they create, a model that clients don’t operate under. Neither do I. Mine is closer to a tech company. The creative upgrade leads to and is why no other entity can justify my revenue model. Because we will offer far more value we add substantial profit centers dwarfing fees no content-creating company or ad agency can with many coming from other companies for whom paying it is normal.
Here’s a surprising statement, but I wouldn’t make it unless it can be supported: Our minimum profit per project will be $500,000, with most going much higher. Clients will not mind for reasons explained below. Because we own the Packages and are licensing them to advertisers there are three revenue streams:
1. Normal Fee: This covers the agency’s time, normal profit and farmed-out content.
2. Value-added Fee: While we don't itemize it, when there is an additional profit center, which will be with most projects, we double the time-or-project fee. Without an additional profit center, we ensure we earn at least $500,000, or we do not undertake the project.
This is justified because the advertiser will be convinced the C-P Package will deliver results far exceeding what they are receiving. They will also realize we are the only people they can get it from, not want a competitor implementing it and the total cost will still be less than what they are paying their multi-billion-dollar-billing ad agency for less-effective work, plus they will have the option to spend less on media.
3. Additional Profit Centers: This is where we make our real money in two ways.
One is many C-P Packages will be video-based, produced by a video company, and designed to expand into TV series we and, perhaps, the client own that can add profits of seven to nine figures from TV companies for whom that is normal. A production company produces the series, but we maintain key roles which will be clear after visiting the TV website. This will result in series tested in the real world, which the TV industry cannot do but would love to do.
One is many C-P Packages will be video-based, produced by a video company, and designed to expand into TV series we and, perhaps, the client own that can add profits of seven to nine figures from TV companies for whom that is normal. A production company produces the series, but we maintain key roles which will be clear after visiting the TV website. This will result in series tested in the real world, which the TV industry cannot do but would love to do.
Another is there are bonus plans agencies cannot access, but we will. For example, many banks under certain conditions we will qualify for will pay $25, maybe more, for every approved credit card application a program produces.
If the parity-busting credit card Package we own just delivers 300,000-to-500,000 approved applications, that translates into $7,500,000-to-$12,500,000 or more in profit.
While some ad agencies might be leery of a bonus plan because it might prove the results weren’t good, I guarantee that won’t be the case.
The Value-added Fee and Additional Profit Centers are 100% profit.
Let’s look at agency revenue using its largest possible profit. From the rare $100,000,000 account the winning agency would probably net, after dozens of people work all year and subtracting the acquisition cost of six figures in time and cash, about $500,000. Compare that to the net profit from my projects reaching seven figures or more after an acquisition cost of a few hours of creative time and travel/Zoom call from a method top-100 advertisers respond to with most work farmed out.
As a bonus, the content company and, if needed the PR firm we farm work out to, might want us to develop a C-P Package or two for some of their clients so they can share in the profit centers they cannot justify.
MY COMPENSATION: Because I’m fully confident in the results I can deliver, I prefer to be compensated primarily based on performance. While my market value as a new business or creative executive exceeds $300,000 annually, I’m not seeking a traditional salary or benefits.
Instead, I propose a modest monthly fee for a limited time plus expenses. In return, we share in the substantial profit centers I add no agency can.
For your agency, it’s found money: projects and clients you wouldn’t otherwise win, acquired at a fraction of the typical cost. In fact, thanks to my ability to dramatically cut new-business expenses and the projects I am 90% of the way to having, the net cost to bring me on is actually below zero.
TO CONCLUDE: No one has found or can find a weakness in any element of my content-and-promotion model. That’s why they've been endorsed by senior executives at P&G, Chevrolet, NBC, Gillette, McDonald’s, ICM and others, and that’s all that matters.
When you offer more effective creative it doesn’t matter who it comes from, even a one-man agency/content company. This is how one ad agency will pass the thousands of others by when it comes to client acquisition, creative, workload/personnel/overhead and, especially, profit.
And the account I can bring is really all I have to do.
Contact: ken (at) modernmodeltv (dot) com.
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