Negotiations: Finding ideal clients
The keys to successful negotiations are inplace long before you reach the bargaining table.
“Ted, if you decided to open your own business, I’ll give you all the Alyeska work.”
Mike’s promise made my journey possible.
We launched our business the following week.
In that moment, Mike Dederer of Jay Rockey Public Relations became my model client.
Mike’s role and the nature of his firm — being in public relations — meant that I couldn’t target other PR companies directly, as they were his competitors. Instead, I focused on what made Mike exceptional: his skills as a writer, a gifted communication strategist, and a thoughtful manager. On a personal note, Mike was also an avid skier and one of the founders of Crystal Mountain, which added a relatable touch to our professional connection.
It soon became clear that the work we delivered for Mike was exactly what many of Seattle’s most established firms required. Whether it was banks, large retailers, manufacturers, insurance companies, phone companies, or even emerging tech startups, these organizations all needed robust design support for their marketing and corporate communications efforts. The professionals in charge — often writers, some with sales and marketing backgrounds — worked within tight-knit in-house teams. They valued well-crafted communication materials and enjoyed collaborating with visual storytellers who shared their passion for quality work. Many were also connected through the same professional associations, which helped me further define future clients.
Knowing precisely who our ideal clients were was only the first step. The next challenge was to connect with them in a manner that was genuine and far from “salesy,” especially when approaching individuals with greater professional status. Initially, despite having their contact details at my fingertips, I relied on word of mouth following our business launch. Slowly but surely, the phone began to ring, and we landed a significant opportunity from a professional referral — designing the annual report for Rainier Bank, Seattle’s second-largest bank.
Then came an unexpected stroke of luck thanks to the network of print sales professionals. These folks earned hefty commissions and were highly motivated. And they were deeply connected within the marketing, advertising, and PR communities. They often worked with clients in need of printed communications but lacking in-house design expertise.
Our mutual interests made us extensions of each other’s sales effort, providing introductions that allowed me to move past my hesitations about initiating contact. When prospects asked how we would approach their projects, it felt natural to step in and share my insights.
Our strategy evolved further with a targeted mailing campaign. With a clear list of contacts in hand, we began sending samples of our work. Initially, we mailed only when we had a standout project to showcase, but over time, it became a regular, monthly effort. Each mailing included a brief description of the featured project, which consistently prompted prospective clients to reach out. Although we were often one of several providers under consideration, every new presentation refined our approach and contributed to our growth.
As our reputation grew, invitations to speak at professional organizations began to arrive — an early sign of thought leadership, even before I knew the term. Throughout this journey, the clients we connected with most effectively shared characteristics with Mike Dederer: they were writers who appreciated excellence, employed by large (often public) companies, and held positions just shy of the C-suite.
I often likened our marketing efforts to the ripples created when a pebble is dropped into a lake. The initial splash represented our next ideal client, while the successive rings reached out to similar professionals — each ripple extending our influence further into the business community.
Sadly, I never skied with Mike. Wish I had.
