YOUR AGENCY...IS IT TIME FOR A CHANGE?
YOUR AGENCY...IS IT TIME FOR A CHANGE?
you and your competitive counterparts are constantly reaching for
on the business merry-go-round. If you don't get it with one
agency, you switch horses and try again.
Every year, across the country and throughout the
industry, companies switch horses.
For all of the reasons agency changes are made, people
place creativity as the number one reason...whether or not it is
the real reason for the change is always debatable. But it is an
important factor.
It far outstrips the other reasons for an agency change.
It's far ahead of poor account people...lack of knowledge and
experience in the field...agency apathy...and complacency.
The reasons most companies must come to grip with an agency
change or (in order of most frequently mentioned):
* Lack of creativity
* Poor account people
* Lack of knowledge and experience in the field
* Agency apathy or complacency
* Inadequate client service
* Lack of marketing ability
* Lack of special skills
* Poor billing practices
* Agency size
* Poor detail follow-up
* Personality problems
* Late work
* Agency greed
* Lack of advertising competence
* Disagreement on advertising approach
* Inattention by agency senior management
Regarding creativity, the most frequent comments are:
* The agency couldn’t develop and execute a strong positioning statement for us
* The agency felt "cute" was creative
* The agency couldn't synthesize our unique selling
position (USP)
* The agency thought too small
* The agency couldn't get any life in our advertising
Regarding the competence of the agency's account people,
most changes are made in this area because the key people on the
account are either inexperienced or downright incompetent. The
other most frequent problem is the fact that there are frequent
account and creative changes at the agency. This requires the
client to be constantly training new people.
Just as in a marriage, money is one of the major stumbling
blocks. All to often, management get bills which are late, thus
totally confusing the marketing budget's cash flow. Or, they get
bills that are not detailed regarding what the client is paying
for.
Many times, client management says the agency change was
necessary because the agency was too greedy, and had been
squeezing every dollar possible out of the account. But, that is
also a double-edged sword. From the agency side of the
discussion, agency principals state that they weren't totally
compensated for all of the work being performed.
Too often, corporate management wants all of the best work
from the agency, but isn't willing to pay the tab to receive it.
In short, they don't mind if the agency makes a profit on the
other accounts they handle, but they don't feel a profit should
be made on their account.
After all, isn't the creative satisfaction enough?
No.
It's only good business practice that you make a reasonable
return on investment on all of the business you handle...both
within the company and within the agency.
Lack of special non-advertising skills is another reason
for agency switches. Companies are becoming more sophisticated
in their marketing communications efforts. As a result, they
demand more services from their agency. These include such areas
as publicity, trade show support, direct mail, collateral, and
research.
Agency size is another important factor for making a
change. But it works both ways. Most often, management will
changes agencies because their past agency was too small to
provide the support needed. That means that either the company
didn't encourage the agency to grow and expand, or agency
management wasn't willing to grow as aggressively as the client
required.
On the other hand, many times the client realizes that they
would be better of with a smaller agency, because they are not of
the size that demands attention within the agency, and they get
lost in the shuffle. In these instances, the client finds they are
getting second or third tier support, because their budget just
doesn't warrant major agency attention. However, at a smaller
agency the budget and requirements would be important, and would
receive the attention of senior talent.
While there are, or can be a lot of reasons for making an
agency change, there are even more compelling reasons why the
company and agency should work hard to "make" the relationship
work.
First of all, it is just plain expensive to make a change
in terms of education of new people, becoming accustomed to each
other, and lost time in the program's development and execution.
But if management has done all it possibly can to make the
relationship work, and it just doesn't happen--make the change
swiftly.
The client/agency relationship is a lot like a marriage.
There really can't be any type of live-in relationship. Both
parties have to make a commitment to be on the same team, working
toward the same goals for the company. That means there has to
be adjustments on both sides, until thinking and acting is done
in harmony. Then the relationship is smooth, harmonious,
profitable, and mutually rewarding for all concerned.
But if it doesn't happen, divorce is inevitable. At that
point, sever the bonds that bind quickly and smoothly. Look for
and choose a new partner, and start all over again.
Hopefully, this marriage will be the one that will stick so
you can grow old together.
###
YOUR AGENCYIS IT TIME FOR A CHANGE - To learn more about this author, visit Andy Marken's Website.
Like this article? Share it with your friends
Creativity. It's the almighty brass ring in marketing that
you and your competitive counterparts are constantly reaching for
on the business merry-go-round. If you don't get it with one
agency, you switch horses and try again.
Every year, across the country and throughout the
industry, companies switch horses.
For all of the reasons agency changes are made, people
place creativity as the number one reason...whether or not it is
the real reason for the change is always debatable. But it is an
important factor.
It far outstrips the other reasons for an agency change.
It's far ahead of poor account people...lack of knowledge and
experience in the field...agency apathy...and complacency.
The reasons most companies must come to grip with an agency
change or (in order of most frequently mentioned):
* Lack of creativity
* Poor account people
* Lack of knowledge and experience in the field
* Agency apathy or complacency
* Inadequate client service
* Lack of marketing ability
* Lack of special skills
* Poor billing practices
* Agency size
* Poor detail follow-up
* Personality problems
* Late work
* Agency greed
* Lack of advertising competence
* Disagreement on advertising approach
* Inattention by agency senior management
Regarding creativity, the most frequent comments are:
* The agency couldn’t develop and execute a strong positioning statement for us
* The agency felt "cute" was creative
* The agency couldn't synthesize our unique selling
position (USP)
* The agency thought too small
* The agency couldn't get any life in our advertising
Regarding the competence of the agency's account people,
most changes are made in this area because the key people on the
account are either inexperienced or downright incompetent. The
other most frequent problem is the fact that there are frequent
account and creative changes at the agency. This requires the
client to be constantly training new people.
Just as in a marriage, money is one of the major stumbling
blocks. All to often, management get bills which are late, thus
totally confusing the marketing budget's cash flow. Or, they get
bills that are not detailed regarding what the client is paying
for.
Many times, client management says the agency change was
necessary because the agency was too greedy, and had been
squeezing every dollar possible out of the account. But, that is
also a double-edged sword. From the agency side of the
discussion, agency principals state that they weren't totally
compensated for all of the work being performed.
Too often, corporate management wants all of the best work
from the agency, but isn't willing to pay the tab to receive it.
In short, they don't mind if the agency makes a profit on the
other accounts they handle, but they don't feel a profit should
be made on their account.
After all, isn't the creative satisfaction enough?
No.
It's only good business practice that you make a reasonable
return on investment on all of the business you handle...both
within the company and within the agency.
Lack of special non-advertising skills is another reason
for agency switches. Companies are becoming more sophisticated
in their marketing communications efforts. As a result, they
demand more services from their agency. These include such areas
as publicity, trade show support, direct mail, collateral, and
research.
Agency size is another important factor for making a
change. But it works both ways. Most often, management will
changes agencies because their past agency was too small to
provide the support needed. That means that either the company
didn't encourage the agency to grow and expand, or agency
management wasn't willing to grow as aggressively as the client
required.
On the other hand, many times the client realizes that they
would be better of with a smaller agency, because they are not of
the size that demands attention within the agency, and they get
lost in the shuffle. In these instances, the client finds they are
getting second or third tier support, because their budget just
doesn't warrant major agency attention. However, at a smaller
agency the budget and requirements would be important, and would
receive the attention of senior talent.
While there are, or can be a lot of reasons for making an
agency change, there are even more compelling reasons why the
company and agency should work hard to "make" the relationship
work.
First of all, it is just plain expensive to make a change
in terms of education of new people, becoming accustomed to each
other, and lost time in the program's development and execution.
But if management has done all it possibly can to make the
relationship work, and it just doesn't happen--make the change
swiftly.
The client/agency relationship is a lot like a marriage.
There really can't be any type of live-in relationship. Both
parties have to make a commitment to be on the same team, working
toward the same goals for the company. That means there has to
be adjustments on both sides, until thinking and acting is done
in harmony. Then the relationship is smooth, harmonious,
profitable, and mutually rewarding for all concerned.
But if it doesn't happen, divorce is inevitable. At that
point, sever the bonds that bind quickly and smoothly. Look for
and choose a new partner, and start all over again.
Hopefully, this marriage will be the one that will stick so
you can grow old together.
###
YOUR AGENCYIS IT TIME FOR A CHANGE - To learn more about this author, visit Andy Marken's Website.
Like this article? Share it with your friends
 | |
 |
No article feedback found. |
| |
Leave Your Feedback |
 | |
| |||
John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
|||
Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
|||
Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
|||
|
To learn more about the Evan Elite Author Program please contact us. | |||
 | |
|  |
Subscribe to Andy's articles
 | |
|
|  |
 | |
|
| |
 | |||||||
|
 | ||
 |
||
|
||
 |
||
|
| ||
 |
| Have you written articles that would be of value to entrepreneurs? Become an expert on our site by publishing them! Expose yourself to a wide audience, drive more traffic to your website and get more sales! Click Here for details. |
|
|
 |
| Modeling the Masters: Learn the true secrets behind Walt Disney's business success factors & grow your company! Video produced by Phanta Media |
|
|
 |
"Learn straight from Evan how you can Make a Full Time Income (And More) from a Website"
Click Here To Learn More |
|
|
|
|
Get advice & tips from famous business owners, new articles by entrepreneur experts, my latest website updates, & special sneak peaks at what's to come!
|
|
|
 Termination Suit Capture More Clients Traffic to Site Consultative Selling ebook New Year Revolutions |
|
 | ||
 |
Top 50 Political Blogs
Top Political Blogs of 2009 | |
 |
More PR Resources
Press Release Builder | |
| ||
 | ||||
| ||||
|
| ||||
| ||||
|
|
|
|
|
||||||||||||
|
Email us your ideas on how to make our website more valuable! Thank you Sharon from Toronto Salsa Lessons / Classes for your suggestions to make the newsletter look like the website and profile younger entrepreneurs like Jennifer Lopez and Sean Combs!
|
|
|
