Businesspeople will be familiar with the word ‘pitch’ but may have a different understanding of what is meant when they hear it.

To some it means a short statement, well prepared and rehearsed that can be used as the answer to the question, “what do you do?” This is often called an ‘elevator pitch’ as it is short and can be said in less than 60 seconds (the time it might take for a lift ride).

For other people, for example in advertising, marketing or sales roles, a pitch is more of an advanced type of presentation. In these cases, a pitch can be the culmination of days, weeks, months and sometimes even years of work. The bigger the ‘pitch’ the more is riding on it.

Whatever the type of pitch, what both have in common is that they need to be designed, built, and delivered.

Improving design is a consultative process. Improving the building of the pitch is either an in-house or an agency process. Finally, improving the delivery of the pitch is a coaching process.

The process differs of course on the nature and importance of the pitch, but the ultimate objective is the same for both. You need to be ready.

Being ready for pitch means being prepared both technically and mentally. Being prepared technically is having everything ready. Being prepared mentally is having the right mindset and confidence.

Of course, both the technical and mindset elements work together. You need to be strong in both areas. For example, it is pointless having a great pitch but no confidence in delivering it.

Having worked in commercial environments for many years I have observed a huge variance between the capabilities between different companies, different functions within those companies and also the people.

Reducing the gap between high performance and let’s be honest, in some cases quite poor performance should be a priority for every organisation.

To reduce the gap, capabilities need to be assessed and addressed at both the functional and the people levels. This way improvements can be designed to work for both the function and individuals. That is how you can get both higher standards and consistency.

Adrian Hargreaves is the MD of Hargreaves Marketing Ltd which is a capabilities-focused strategic sales and marketing company which provides agency, consultancy, and coaching services to enable clients to experience continuous improvement in sales and marketing at both functional and people levels.

More Information on Pitch

The difference between a consultancy and an agency can sometimes appear vague and this was highlighted last week in an internet social media discussion.

The general context was that an article had been written questioning the value of larger consulting firms in certain situations. This led to a sort of free-for-all where plenty of people had their say on what they felt was the value (or lack of) that consultancies of all types delivered.

At this point it became evident that there was both a broad range of views and an even broader range of people commenting from people with direct experience to working with consultants to others who just had an opinion based on any number of factors.

One of the comments referred to consultancies as agencies and questioned the need for them in an internet world where people can do their own research and make their own decisions and purchase.

The word ‘purchase’ is key because it implies a transaction. You use an estate agency to buy a house, or an advertising agency to buy advertising, or a website design agency to produce a website for you, or a travel agent to buy a holiday. Their may be some level of ‘consultancy’ provided. This may be from very little for an ‘off-the shelf’ package, to very high if something is being developed for your specific requirements. However, whatever the level of service, there is generally a purchase of something at the end of it.

A consultancy in my view exists to help clients deal with specific challenges. Often this will be to solve, or at least attempt to solve problems, or identify and maximise opportunities. Unlike an agency there is no transaction as such. That is the client has not come to the consultancy to ask them to build a website or arrange a holiday. However, what is possible, depending on the consultancy, is that in addition to providing advice, some services may be offered to help solve the problem.

Now of course if the consultancy simply offered the same services as an agency then there would be no difference. For example, if a consultant recommends that the client needs a new company website and then offers to produce the website, this may lead to the validity of the recommendation being questioned, as in, “are you only recommending this so you can do the work?”

Consultancy services should in my view both be directly related to the project and designed to help the client to build the capabilities to do more for themselves in the future.  This approach reframes the discussion completely as it separates the advice from the work to be done. It invites the client to learn from the consultant and then build the in-house capabilities to do it themselves in the future.

This is important because one of the main criticisms delivered against consultants is that there is no ‘end point.’ That the client and consultant get over-reliant on each other.

Working this way consultancies can be measured not only on how they contributed to solving the problem, but also on how they have helped develop both functional and people capabilities.

In both sales and marketing there are often numerous ways of making improvements at both functional and people levels. The value of the consultant is in working closely with the client to identify what these areas are, and providing a workable plan. Of course strategy execution is always going to be the most challenging part of the process and it is in this phase that the suitability and creativity of the specialist services that are produced is going to be key. The ability of a consultant to design bespoke solutions for the client’s own specific needs is a capability that will mark them out from those firms that only are able to offer, “off-the-shelf” solutions.

Adrian Hargreaves is an experienced sales and marketing consultant and owner of Hargreaves Marketing Ltd, which is a strategic sales and marketing consultancy based in Blackburn, Lancashire.

If you might one day need to present your marketing plan to colleagues, directors, or stakeholders, start preparing now. Even if that moment feels far off—or uncertain—being ready will set you apart.

The act of presenting sharpens our thinking. It forces us to clarify what we’re doing, why we’re doing it, and what results we aim to achieve.

Marketing is always in the spotlight. In times of growth, we’re expected to drive momentum. In tougher times, marketing budgets and strategies face scrutiny. And as we’ve seen in recent years, external factors—pandemics, economic shifts, and global events—can change everything overnight. Businesses that adapt quickly thrive, and marketing teams must stay ready to pivot.

The Importance of Clear Communication

Marketing professionals often focus on external messaging—advertising, social media, and customer engagement. But internal communication is just as critical. If senior leaders ask about your marketing strategy and you struggle to articulate it, credibility can suffer. Being able to confidently explain what you’re doing and why is a skill that every marketer should develop.

That’s why it’s crucial to dedicate time—despite busy schedules—to prepare for unexpected questions, impromptu meetings, or last-minute presentation requests.

Make Your Marketing Plan Easy to Present

To present your marketing plan effectively, you need a plan that’s clear, concise, and adaptable. Whether it’s a simple framework or a detailed strategy, your audience should be able to grasp it quickly. Avoid jargon, focus on relevance, and tailor your message based on who you’re speaking to.

Great presenters are agile communicators. They know how to provide information in a way that engages their audience and makes decision-making easier.

At Hargreaves Marketing, we design and develop marketing plan presentations and offer coaching on how to deliver them with confidence—including handling Q&A sessions. If you need support in crafting or refining your marketing plan, we’re here to help.

For more information, contact Adrian Hargreaves.