This is a guest post from Kate Richling. Kate is a Co-Founder and CMO at Birdsnest, the only strategic performance management suite built for agencies by agencies – creating a single source of truth between agencies and marketers. You can contact Kate on Linkedin or at email@example.com.
Alicia Hatch, CMO of Deloitte Digital, recently wrote for Digiday that the old adage ‘Branding is everything’ is now ‘Everything is branding.’ This translates to significant change for the role of CMOs. With growing expectations from the rest of the C-Suite for marketing to garner business-level results, marketers and their service providers must be more strategic than ever.Read More
This is a guest post from Kate Richling. Kate is the head of marketing for Birdsnest, a strategic marketing and business attribution tool for agencies. With Birdsnest, your Client Services team can bank, manage and track client activity and opportunities – turning every relationship into a strategic one. You can contact Kate on Linkedin or at firstname.lastname@example.org..
Research has shown much of the C-suite believes marketers and their agency partners live in a creative and social media bubble according to the Fournaise Group. In an effort to provide instantaneous results, they’re too focused on parameters like impressions, shares and downloads, the kind of data deemed “interesting, not critical” to the C-suite. It’s a major challenge when you consider the shifting responsibility of CMOs to deliver on business-quantifiable outcomes.
Expectations for today’s CMO and required capability sets are shifting, upping the ante on demonstrating ROI and impacting business outcomes organization-wide. While consultancies continue to swallow up creative agencies, and other agencies founded and built on digital respond with consultancy-like services, often under the moniker Business Transformation, the race is on for client dollars. And who can blame any of us for trying – considering advertisers spent over $600 billion last year according to eMarketer.Read More
Argh. You just finished a call with another unhappy client, trying to smooth things over.
You promised them free work to keep them happy, but that’s going to make the overall project unprofitable… and now you need to break the news to your team.
What’s going on here? The truth is, you’ve made a key agency management mistake. You’re putting clients first, at your agency’s expense.
When you make that choice, the outcomes are predictable—unprofitable work, low team morale, and stress levels through the roof. So how do you turn things around? The key is to shift your priorities.