Introduction: Why Saying No Matters
In the early days of an agency, hunger can override judgment. It's tempting to take any account that comes along, just to keep the lights on. David Ogilvy understood that pressure well. "At first we took every account we could get." (Confessions, p.54).
But as his agency grew, he realised the truth: not all clients are created equal. Some accounts elevate your reputation and give you creative freedom. Others drain your team, crush morale, and damage profitability.
So he created a set of criteria to guide which accounts to chase and which to avoid (Confessions, p.67-71). His rules remain as relevant for small marketing agencies today as they were in the 1960s.
Ogilvy's 10 Rules for Client Selection (Modernised)
Be Proud of the Product
"The product must be one which we would be proud to advertise... professional detachment doesn't work in advertising."
If you wouldn't tell your friends you work with this brand, don't take the account. Authenticity matters - especially in the age of transparency.
Only Take Accounts You Can Improve
Ogilvy refused clients unless he believed he could do much better than the incumbent agency. Modern lesson: don't compete where you can't outperform. Winning an account you can't grow will backfire when results stall.
Avoid Dying Products
"However hungry a new agency may be, it must have the self-restraint to turn down dying accounts."
If sales have been falling for years, no amount of advertising can resuscitate them. Focus on products with life left in them.
Check Profitability Expectations
Some clients want champagne campaigns on lemonade budgets. Ogilvy warned agencies to walk away if a prospect doesn't want their agency to make a profit.
Ask upfront: "How do you see us making money together?"
Balance Profit with Creative Opportunity
Ogilvy admitted Guinness and Rolls-Royce weren't hugely profitable, but they gave him golden creative opportunities that put his agency on the map.
Sometimes reputation-building trumps margin.
Assess the Relationship Fit
He advised agencies to make sure they could "live happily" with clients before accepting them. Toxic relationships cost more than they're worth.
Avoid Marginal Advertising Accounts
If advertising is only a minor part of their marketing mix, you'll always be underfunded and under-valued. Look for businesses where marketing is core.
Stay Away From Unproven Products
Ogilvy avoided brands still in labs. Today, that means being cautious with startups that have no product-market fit. Without proven demand, marketing can't work miracles.
Say No to Associations
Too many masters, too little money. Committees rarely produce great advertising and rarely pay enough to justify the pain.
Don't Accept Conditional Hiring
If a prospect insists you hire their "indispensable" contact as a condition of the deal, run. You're being set up for dysfunction.
The Courage to Walk Away
Ogilvy's discipline didn't come from arrogance, it came from survival. He knew that bad accounts could sink good agencies.
He also knew the value of reputation. Taking on a client you're ashamed of doesn't just harm morale. It harms your credibility with future blue-chip targets.
Modern agencies face the same dilemma: say yes to everything and risk burnout, or be selective and build sustainable growth. The bravest agencies are the choosiest.
Balancing Hunger With Restraint
In practice, most agencies and creative freelancers need to compromise early on. Ogilvy himself did. But the key is balance:
- Take smaller accounts to pay the bills.
- Keep your eye on the blue-chip targets you really want (Confessions, p.54).
- Gradually raise your standards as your pipeline fills.
It's like building muscle: start by lifting what you can, but keep aiming for heavier weights.
Case Study: Avoiding the Wrong Fit
Imagine a digital agency approached by a startup with no product-market fit, no clear budget, and a committee of five decision-makers.
- The project promises lots of "exposure" but little money.
- The brief shifts weekly.
- No one is accountable.
It's tempting to take it. But this is exactly the type of client Ogilvy warned against. Better to walk away and focus on businesses with stable products, clear ownership, and budgets that support results.
The Psychological Side of Client Choice
Prospects think they're evaluating you. But you're evaluating them, too.
Framing selection as mutual raises your status. When you show criteria, you demonstrate confidence - the kind of confidence that makes prospects want you more.
It's the same psychology as scarcity in sales. By being choosy, you create demand.
Peak Season Example: Don't Chase Desperation
Around Christmas, many SMEs panic and seek quick marketing fixes. It's tempting to grab any client waving money. But if their expectations are unrealistic ("We need to triple sales in 4 weeks on a shoestring"), you risk failure and reputational damage.
Choose clients who want partnership, not miracles. As Ogilvy knew, restraint today creates opportunity tomorrow.
The Discipline of Selection
Ogilvy's rules weren't about turning down revenue.
They were about building an agency worth having.
For modern agencies, the takeaways are clear:
- Only work with products you believe in.
- Avoid toxic or dying accounts.
- Balance profitability with creative opportunity.
- Raise your standards as you grow.
Because in new business, the clients you don't take define you just as much as the ones you do.
As Ogilvy might say today: don't just chase accounts. Choose them.
About the author
Bryn Foweather
Vice President Marketing
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