In my time in this dynamic, always-changing and exciting industry, I’ve occasionally wondered what it would be like to be the client. As an agency partner, of course, it is important to understand your clients’ businesses inside out, anticipate their every need and deliver world-class solutions to every challenge.
It is still interesting to think about the relationship from the other side of the fence, however, so if I were a client I would start by valuing the partnerships I have with my various agencies. I wouldn’t see my agencies as mere vendors, but as important members of my team with a crucial role to play in my brand’s success.
Good marketers understand the difference between value and price, and I would make sure I was a good marketer. Pushing for price over value is a sure-fire way to compromise the quality of service you receive from your agency partners. If you pay a no-frills fee, you’ll get a no-frills service – and that’s not what I’d want for my business as a brand custodian in an increasingly competitive environment.
As a client, I would also insist that my agencies put the best people on my business. I would ask for a combination of experience (people who understand my category, who can make things happen) and young talent (to bring fresh thinking and new ideas). And I would be prepared to pay what the best people are worth.
In the area of value, I would do my best to understand the scope of work being asked of my agencies, and I would be prepared to pay for it. We all instinctively know that incentives work, so I would incentivise my agency partners to ensure they delivered work that leads to great results. By that I’m not talking about award success, but success at the cash register.
Another way in which I would ensure I got the best out of my agencies would be through regular feedback on what’s working and what’s not, and on how sales are tracking. This would allow my agencies to adjust the strategy if things aren’t working or develop new strategies to take advantage of opportunities that present themselves.
I would also be a straight shooter as a client, much in the same way as I am in my current media agency life. If I’m not happy with any of my partners for whatever reason, I would tell them and give them the opportunity to work through any problems before I pull the plug on the relationship.
I’ve known clients who don’t give any indication that anything is wrong until they’ve called in the pitch consultants, but I believe working together to resolve any issues can not only save you money and time, but also you get to retain the historical knowledge of your business that resides within your agency team. If the issue can’t be resolved, then I’d go to pitch comfortable in the knowledge that that was the best course of action for my business and my brand.
As part of the open communication lines between me, as a client, and my agency partners, I wouldn’t want ‘yes’ men on my business. I would expect honest, straight-up opinions and I would expect to be challenged. But I would reserve the right to stick to my guns if I remained unconvinced.
Finally, I would foster a culture of collaboration between my agencies – media, creative and others – and ensure they didn’t channel all their energy into fighting for their piece of the pie. We are all working towards a shared goal, after all. I would help by showing each agency that they are valued to dispel any signs of feeling threatened.
In the end, there’s nothing like a good round of drinks or a social event with the team to build a positive and productive relationship.
John Steedman is chairman and chief executive of GroupM Australia
This story first appeared in the AdNews print edition on the 22 August 2014.
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