When outlining your agency’s mission, vision and values, it’s easy to employ a top-down approach. Executives or other key stakeholders often define them items based on their own perceptions or desires, and then force-feed them to the rest of the team.
Yet, this usually results in statements that don’t truly define the organization or aren’t adhered to in real life by employees. This is often because they lack buy in or miss critical aspects of the company that only those on the frontlines are privy to.
Before you embark on a company rebranding, culture code deck or other grand-vision piece, I recommend following the Zappos approach. Audit your current employees and build their feedback into the final product. After all—we all want to create positive and fulfilling careers for our people, right? This starts with knowing what makes them tick, and what keeps them happy and engaged.Read More
Below is a guest post from Tom Smith, VP of business development and strategy for CloudEntr by Gemalto. In this role, he helps define and execute Gemalto’s identity and access initiatives in the cloud. Tom has over 30 years of experience with security, mobile, and cloud technologies, including founding executive roles at four technology companies. Read more on how to keep your agency’s data secure though two-factor authentication and password management here.
When you think of all the things that drew you to the marketing and advertising industry, information security probably doesn’t spring to mind. It likely didn’t even occur to you that dealing with clients’ strategies could make you responsible for handling sought-after secrets.
Yet look at how government leaks have happened. NSA servers weren’t hacked. Contractors like HBGary Federal and General Dynamics that work on government projects were targeted. This means you—a third-party vendor—could be at risk. Should confidential client files be leaked, you could be subject to the subsequent investigation.
If you want to land big accounts, you need to prove that you’re not a weak link. Agency collaboration is difficult without sharing access to online services, but you can do so securely with these four practices.Read More
Peter Thiel co-founded PayPal and provided Facebook with its first outside investment. He also just wrote a book on startups called Zero to One: Notes on Startups, or How to Build the Future.
Modern marketers have a lot to learn from Thiel’s entrepreneurship guide. Because really, this is a book about how to envision, shape and create the future, which is exactly what marketing technologists do. We strategize, activate and measure tech-driven campaigns to produce new, better futures for our clients, agencies and industry.
While aimed at founders, the book’s contrarian thinking about how to build the future offers all marketers some important lessons.Read More
Jesse Giordano is a financial advisor and leads The 360 Group at Morgan Stanley in Great Neck, NY. Jesse and his team provide specialized wealth management services to owners of privately held companies who are looking to exit their business over the next 2-10 years.
Some of the services he and his team provide include helping the owner get their business ready for sale, navigating the many exit strategies available to determine which is most appropriate, facilitating the exit process, and implementing an income replacement strategy once the business is sold.
Jesse has been working with business owners over the last 10 years. He is a CERTIFIED FINANCIAL PLANNER™ and received his MBA from Pace University in 2003. He is also a family wealth director and senior vice president at Morgan Stanley.
In this interview, Jesse discusses the need for agency owners to start succession planning now, and tips and considerations on how to get started.Read More
We are able to plan ahead and adjust for vacations, holidays and maternity/paternity leaves, but what happens when a core account member has an unexpected leave of absence? If other consultants are unaware of, or uninvolved with, the day-to-day ongoings of their client(s), this may pose an issue for maintaining momentum and quality of work.
Is your agency structured in a way that enables other consultants to jump in and support client accounts? Would your clients feel confident working with other consultants if their main contact were unavailable?
Here are some recommended safeguards every agency should have in place to prepare for the unexpected.Read More
This is a guest post from Sheree Tebyanian (@thereinventfirm), founder of Reinvent Firm, an Adelaide based marketing firm that helps small business owners with the right education and marketing tools.
Often, the people who know the most about why an agency failed are its clients. While business owners are often quick to blame the government, shady partners or financial institutions, they hardly ever blame themselves.
There are, of course, situations in which the owner had absolutely no control over what ultimately occurred, but that is rarely the case. Below, I share the 10 most common reasons why small agencies fail and tips to overcome them.Read More
Seventy percent of CMOs expect the marketing function to fundamentally change in the next five years, according to Accenture’s Turbulence for the CMO report. Yet, 39% of CMOs say they do not have the right people, tools and resources to meet their marketing objectives.
This presents invaluable growth opportunities for agencies to fill talent, technology and strategy gaps. This post presents key findings from the 2014 Marketing Score Report, which takes an inside look at how 318 marketers, executives, and entrepreneurs rate their organizations, using 132 factors across 10 sections. Insight derived from the report can be used to help you better position your agency in 2014.Read More
In this guest post from Andrew Angus, you'll learn how to take the tech-savvy principles of a Silicon Valley startup and apply them to a high-powered agency.Read More
According to Accenture’s Turbulence for the CMO report, “nearly four in 10 CMOs say they do not have the right people, tools and resources to meet their marketing objectives.” This leaves unprecedented opportunities for those agencies able to:
Below, I outline where the gaps exist in technology, talent and strategy, as derived from my Inbound 2013 VAR presentation. My hope is to arm your agency with the information needed to evolve your services, marketing, sales and brand to capitalize on untapped opportunities and areas of need.Read More
Growth for growth’s sake is not a sound business practice. Instead, it’s better to take a calculated and controlled approach to scaling your agency.
If you grow too quickly than you risk not having the right leadership team in place, stretching your current team too thin, processes that can’t scale to accommodate and the inability to meet payroll.
Forecasting gives you a firm pulse on your agency’s capacity. This ensures that accounts are properly staffed and workloads distributed, as well as helps you make smart hiring decisions—when the time is right.Read More