This document discusses the role of account planning in new business opportunities. It covers three main topics: the landscape of new business, the role of planning, and identifying opportunities. Regarding the landscape, it notes most new business wins come from unplanned sources. For the role of planning, it emphasizes collaboration over dictating solutions and the value of being a facilitator. Finally, it advocates for a postmodern approach that adapts planning capabilities to best inform the process and lead with insight rather than fixed answers. The overall message is that planning should focus on understanding client needs and sharing risk through a flexible, team-based approach.

1. MIAMI AD SCHOOL SF - ACCOUNT PLANNING BOOTCAMP
PLANNING & THE ART OF !
BUSINESS DEVELOPMENT
Matthew Milan, Principal & CEO

2. mmilan

3. THREE TOPICS
LANDSCAPE
ROLE
OPPORTUNITY

4. LANDSCAPE
1

5. THE UGLY TRUTH
ABOUT NEW BUSINESS
1

6. N EW
M O ST S
SS W IN
BU SI NE T O
T HING
V E NO IN G
HA P LA NN
W I TH
DO

7. THIS DOESN’T MEAN THAT YOU
HAVE TO ACCEPT IT.

8. THREE SCALES
BIG CLIENTS
SMALL CLIENTS
UNCLIENTS

9. BIG CLIENTS = BIG PITCHES

10. SMALL CLIENTS = SMALL PITCHES

11. UNCLIENTS = NO PITCHES

12. FOR EACH SCALE, THERE IS A
ROLE FOR PLANNING!
BRIEF!
BRIEFING!
SOLVING!

13. IN ANY NEW BUSINESS
OPPORTUNITY, ASK YOURSELF!
“HOW CLOSE DO I NEED TO GET TO
THE SOLUTION?”!

14. BIG = TELESCOPE

15. SMALL = MICROSCOPE

16. UNCLIENTS = STETHOSCOPE

17. WHY DO WE CARE ABOUT
UNCLIENTS?

18. SE IN
B EC AU
F
R LD O
HE W O
T IN G &
VE RT IS Y
AD NG ,T HE
AR KE TI
M NN IN G
EW I

19. THE VALUE OF PLANNING IS IN
UNDERSTANDING HOW TO WIN

23. ROLE
2

24. NOBODY CARES ABOUT YOU
OR YOUR LITTLE STRATEGY
2

25. THE ROLE OF PLANNING !
IN NEW BUSINESS

26. USE OF PLANNING !
CAPABILITY VARIES WIDELY, !
EVEN WITHIN ORGANIZATIONS

27. THE ROLE OF STRATEGY!
IN NEW BUSINESS

29. IN REALITY MOST OF WHAT IS
PASSED OFF AS “STRATEGY” IS
REALLY JUST A BIG IDEA WITH SOME
TACTICS

31. TRADITIONAL!
COMPETITIVE STRATEGY!
MODERN!
POST COMPETITIVE STRATEGY!
PLATFORM STRATEGY!
POSTMODERN!
OPEN STRATEGY!
UNFINISHED STRATEGY!

32. REGARDLESS OF THE STRATEGIC
MODEL YOU APPLY, MAKE SURE YOU
UNDERSTAND HOW IT FRAMES
OPPORTUNITY AND ADVANTAGE FOR
THE CLIENT

33. TEAM LEADERSHIP

34. REAL INSIGHT

35. TRUE STRATEGY

36. NO BRIEF

38. ALWAYS BE BRIEFING

39. DON’T DICTATE, BUT COLLABORATE

40. BE THE GLUE, NOT THE GURU

41. OPPORTUNITY
3

42. A TRULY POSTMODERN
APPROACH TO NEW BUSINESS
3

43. PLANNING 2.0!
HACKING THE ROLE!

44. PLANNING 1.O IS ROLE BASED

45. PLANNING 2.0 IS CAPABILITY BASED

46. FOR NEW BUSINESS ACTIVITIES,
THIS MEANS BEING ADAPTABLE.!
PUTTING AS MUCH OF YOUR
CAPABILITY AS POSSIBLE TO
THE EDGES OF THE TEAM.

47. THIS MEANS BEING ABLE TO
CHANGE YOUR ROLE AND
POINTS OF INPUT TO BEST
INFORM THE PROCESS

49. PARKOUR IS NOT ABOUT
RUNNING & CLIMBING.!
PARKOUR IS ABOUT NAVIGATING
UNCERTAINTY IN REAL TIME.

50. IN CONTEMPORARY NEW
BUSINESS ACTIVITIES,
UNCERTAINTY RULES…!
AND RULES TEAMS.

51. THE OPPORTUNITY IS TO
PROVIDE STABILITY AND
INSIGHT AT THE SAME TIME

52. INCREASINGLY, SUCCESS IN
TEAM-BASED NEW BUSINESS
WORK IS ABOUT BEING A GOOD
FACILITATOR

53. THE VALUE AND LEADERSHIP YOU
PROVIDE IS ALWAYS THAT OF A
TRUSTED ADVISOR, BUT THE WAY
YOU SHOW THAT WILL VARY

54. TRUST = !
OWNERSHIP & ACCOUNTABILITY

55. TRUST !=!
THROWING A BRIEF OVER THE WALL

56. TRUST = !
SHARING RISK

57. SELL CAPABILITY!
NOT ANSWERS

58. ASSUME STRATEGY & !
DIRECTION WILL CHANGE

59. EXPAND YOUR ROLE IN THE
PROCESS BY LEADING WITH
INSIGHT

60. BRIEF WHEN NECESSARY,!
BUT ALWAYS BE
BRIEFING