This series of articles looks at the world of the account manager.
This time we talk to Akshita Gopinath, Senior Account Manager, Principals
How did you end up in account management? Was it by design or a cosmic accident?
A little by accident, and more by design. Stumbling into this field was accidental, but once discovered, I mapped out my journey to become an account manager.
Growing up, I was always fascinated by the world of advertising, captivated by the towering billboards, catchy jingles, vivid colours and catchphrases.
However, it wasn't until I met my best friend's mother when I was 16 that I took it more seriously. She was heading the brand team of a large telecom company, and after a few conversations, she invited me to join her team for a summer internship.
It was through this experience I grasped the significance of branding. While I realised writing and designing weren't my strong suits, her belief in my insightfulness and ability to 'get the job done' gave me the confidence to pursue a career in account management.
One Bachelor’s (in Business Administration) and a double Master’s (in Marketing and Advertising) later, here I am.
Balancing clients’ objectives and creative vision can be challenging. How do you deal with that?
The pace of a project can be set at the very beginning, and as Account Managers and custodians of each project, we can help set that tone.
Building a strong working relationship between agency teams and clients is essential, ensuring alignment on objectives, aspirations, and desired outcomes. The creative vision should naturally stem from this shared understanding, evolving into a compelling solution for the client. Throughout the process, the bond between clients and agency teams should strengthen.
Sometimes, if the creative vision exceeds expectations or perceived appetite of the client, we should tackle it promptly and perhaps (if budget/time allows) include alternatives that can help bridge the gap between expectations and reality.
Clients understand that creative agencies are tasked to expand on their strategic thinking to deliver innovative solutions. While results may sometimes surprise, it's imperative to agree and maintain the spirit of exploration.
Trust between clients and agencies is paramount for success, with open communication being key. Ensuring everyone feels heard and addressing concerns fosters a collaborative environment where ideas flourish.
What strategies do you employ to clearly convey creative ideas to clients and address client feedback?
Firstly, having the right people in the room from all teams is crucial, each bringing their unique expertise/experience to the process. The presentation format, although underrated, also plays a role here.
While in today's hybrid work environment, we've all adapted to conducting creative discussions remotely, there's still a preference for in-person interactions due to the unmatched impact. A personal touch goes a long way.
Understanding your audiences (and their roles) is key, as the context you provide can be greatly influential in the success of the presentation. It helps to lay the groundwork for understanding right from the start. Next, we must carefully plan the flow of our presentation, ensuring a confident and unified front.
Putting aside all the brilliant work that's already on the table, we should start with the job to be done, addressing all of the client's thoughts, challenges and aspirations, seamlessly rolling into the proposed solution with clarity.
We often forget that simplicity often wins when it comes to conveying complex ideas to clients, making it easier for them to grasp and accept.
How to build strong relationships with clients?
One of the core values we uphold at Principals is of being 'On your side', which deeply resonates with me.
When a client entrusts us with a project, it's essential for them to know we're all batting for the same team. That we're truly on their side.
This value extends not only to our interactions with clients but also within our agency. A strong internal connection reflects well externally and assures the client we're ONE team.
The initial stages of working with a new client can sometimes be challenging as we learn each other's ways of working. Being respectful, honest, responsive, and consistent are a few other ways I try to build that trust and bond with my clients. I strive for them to see me as a reliable point of contact, someone they can turn to for advice, share concerns with in confidence, and express their opinions openly and honestly.
Sometimes, even small gestures like a brief call a few days before a significant client meeting (even after all arrangements have been made) to check in and reassure them that everything is in order, can go a long way.
Do you have any go-to tips for navigating challenging conversations with clients? And effectively selling an idea.
A big part of our role involves engaging in these difficult conversations, which can happen daily. It helps to approach them without hesitation, each time.
When addressing real-time issues, it's essential to listen, pause, think, and then respond. Conversely, when tackling matters to solve, it's useful to prepare, present, pause, listen, and then respond. In both scenarios, finding common ground and providing reasoning assures clients that there is a solution to every problem. If there's time to find a solution before responding, that's even better.
I've noticed that when people (in general) encounter a problem, their immediate response often stems from their emotions rather than rational thinking. Appealing to that emotional side first, ensuring they feel heard can help them be more receptive to any rational response that follows. For instance, when presenting creative ideas or visuals, clients may have a knee-jerk reaction of either love it or hate it – which is usually emotionally driven. If we acknowledge that response with a genuine understanding to show support and offer them tools to expand their thinking (e.g. thinking around a certain context, or from a different perspective), they tend to be more responsive to further discussion.
Are there any emerging trends or challenges in the industry that account management teams should be prepared for?
Two priorities that stand out are operational efficiencies and cultural competence.
While we’re continuously striving to increase operational efficiencies, the looming risk of budget cuts adds pressure on teams to constantly re-evaluate methods and personalise to client's expectations and experience. Clients are becoming increasingly involved in the process as the demand for a return on the investment grows.
One of the things I love about Principals is that no two projects are the same, even if fundamentally we're delivering similar outputs. This necessitates a continual assessment of our process each time.
On one hand, while operations are vital; on the other, people are equally important.
In our interconnected world, our roles often involve interacting with clients and partners from diverse cultural backgrounds. Understanding cultural nuances, being respectful and open to learning, and adapting our communication styles are all essential to building strong relationships.
What advice would you give your younger self when you first started out in account service?
To not be afraid to ask questions and nurture my own natural problem-solving instincts.
A big part of the reason I've stayed on this path is because problem-solving is such a central aspect – very compelling for a person like me. I always liked being the person who 'fixes' things and found immense satisfaction in finding solutions for others. When I first joined account management, I didn't realise how much I enjoyed this particular aspect and the thrill that came with finding a fix.
Looking back, I'd remind myself that every problem can be tackled one step at a time, and to trust the skills I have. While it might not have altered the course of my career, it would certainly have boosted my confidence and removed the fear.
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