Why most new business managers fail (and what to do)
‘We hired an experienced salesperson from the tech industry. Six months later, we’d won lots of projects—all unprofitable and creatively frustrating.’
This type of experience is not uncommon across Australian design studios. The problem isn’t the people, it’s the mismatch between traditional sales approaches and the unique nature of design.
New Business Development Managers (my caps not AI) in the creative industry need specific skills that are often not transferable from other industries.
New Business Development managers need the ability to…
… talk business language not design
Successful new business managers don’t talk about “beautiful design” or “creative solutions.” They discuss design impact, customer retention, and competitive advantage.
To do that well means they need to understand and bridge the client’s industry sector and challenges and relate that to your offer.
… qualify ruthlessly
Great new business managers say “no” more than “yes”. They evaluate prospects against clear criteria: budget reality, decision-making process, creative opportunity, and strategic fit.
One Brisbane studio on our radar reduced their pitch rate at the same time as increasing revenue simply by implementing a simple qualification checklist.
… tell stories, not features
Rather than listing services it’s better to share relevant case studies that demonstrate impact. Good BDM’s customise every presentation instead of using generic capabilities decks.
34% of clients have been disappointed by a new business presentation because it was obviously generic.
UTTL What client’s think 2025 research
… manage expectations
Good BDMs clearly articulate the design process, including client responsibilities, before projects begin. This prevents scope creep and establishes the studio as a partner, not a vendor.
… talk money
We’ve heard the adage discuss money early, often and confidently, and it’s true. Good BDM’s present pricing as a business case with returns rather than costs and deliverables.
So what?
In our experience finding someone — other than the business owner or general manager — to ‘find’ new business is difficult but not impossible.
Finding someone with these skills can transform your agency’s profitability and creative satisfaction. But truth is, they’re rarely found in traditional sales backgrounds.
Look for candidates with
- consulting experience
- client-side marketing roles or
- account management backgrounds in creative industries.
And most importantly, invest time in properly briefing them on what makes your studio unique.
Remember. people buy from people.
Let’s keep the conversation going. Email Greg for a chat.
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Greg Branson
Design Business Council – business advice for creatives
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About Greg Branson
Greg’s passion is the research and development of methods that improve design management and the role of design in business.
His longevity is in his ability to change and adapt. Greg’s career as a traditionally-trained photographer; became an academic, teaching photography to design students; co-founded and ran Mackay Branson design (for over 25 years) until, recognising an area that he loved – design management – was not an area traditionally covered in design education, he founded Design Business Council. Since then he has worked alongside hundreds and Australian creatives helping them manage their business better.
Greg has sat on the AGDA Victoria and National councils, on a number of University and TAFE Advisory Boards and helped rewrite the VCE Visual Communication curriculum.
Outside of DBC, he is a passionate analogue photographer who spends an inordinate amount of time in his darkroom. You can follow his work on instagram @gregurbanfilm
Always happy to chat, he can be contacted here.
