How can agencies show value, impact performance and become indispensable to clients? The first 90 days of a new client partnership set the stage, instill confidence in the agency-client relationship, and ensure a positive tone for the future of the account.
The objective for our first 90 days: accelerate our transition from a value consumer to a value contributor.
Often times, the agency-client relationship begins and ends with the value your team brings to the table. We all know it: those teams that produce amazing work, bring creative ideas to the table, and foster deep relationships built on a foundation of respect are invaluable.
So how can agencies put theory into action? How can we as business partners accelerate the time from value consumer to contributor? Below is an excerpt from a larger running list—Marketers: 101 Ways to Add Value—with tangible tips for making your team indispensable to your clients.Read More
Client calls, internal regroups, big idea brainstorms—we spend a lot of time in meetings.
While, ideally, each one would be carefully planned in advance to be impactful, this isn’t always the case.
More than $37 billion in overhead is wasted each year in unproductive meetings. Even worse? This number continues to grow. Collectively, 15% of an organization’s time is spent in meetings, a number that has increased every year since 2008, and employees say that only 45% of their time at work is spent completing primary job duties.
The solution? Get proactive about saving your agency money and your team time. Ahead of pinging your co-workers’ inboxes and calendars with a meeting notice, draw up a robust agenda that prioritizes purpose-driven results and efficiency.Read More
Have you ever stopped to wonder what would happen if you had to step away from your agency for three months unexpectedly?
For some, I’m sure this brings images of the apocalypse. Perhaps you’re the agency owner who has your hands in everything from operations to sales to account management, or maybe you’re an account manager who prides yourself in your ability to tackle all client requests and projects singlehandedly.
And while some may view this irreplaceability as a badge of honor, the reality is that it’s often a sign that they’re failing to fulfill their most important role: leading.
The best leaders make themselves redundant. Here’s why.Read More
After popping bottles of champagne or sparkling juice to ring in the New Year with zeal, many of us will commit to resolutions that we likely won’t keep. I’m certainly guilty of this, and I’m willing to bet that many who read this are as well.
This year, instead of making resolutions I don’t intend to keep, I am trying something new—focusing on mistakes. I made some big mistakes in 2014, but I’m taking the lessons I learned with me into 2015, and I hope you can do the same. I also invite you to share your own personal wisdom in the comments section below.Read More
A profitable agency is an efficient agency. As a service-based business, the speed at which high-quality work gets done and approved by the client has a significant impact on your overall profitably.
Regardless if your agency’s pricing model is billable hours or value-based, time tracking should be an essential element to your project management process.
Armed with timesheet reports, you’ll have access to the data required to effectively evaluate your agency’s profitability across the following three key pillars.Read More
Most manufacturing companies operate lean, and luckily; our agency was started by someone with an extensive background in both software and electronics manufacturing. Unlike the marketing agencies of the Mad Men era, new-age agencies are built to do more with less.Read More
“What do you do?”
For those in the marketing agency world, it’s a loaded question. At Inbound, Robert Solomon (@RJSolomon), author of The Art of Client Service and founder of Solomon Strategic, opened his session with an answer he’d often tell his mother: “Mom, I do lunch.” Doing lunch means being there for clients, and getting the chance to build an actual relationship with them.
Yes, it’s sometimes hard to describe “client services” amongst the continual flow of client strategy, production work (writing, social media, PR, design, etc.), measurement and account management. Yet, Robert’s second response to the question offers a catchall glimpse: “We do the simple things necessary to help clients achieve their goals.” During his presentation, Robert shared his thoughts on what’s at the heart of client services.Read More
You’ve won the business, delivered awesome work, exceeded expectations, and built a great relationship with your main client contact. Next thing you know, a new president is announced, who decides to slash marketing budget, and your agency is kicked to the curb.
Sound familiar? Too many agencies find themselves in this position; pushed out when the going gets tough, run ragged reacting to ill-advised business strategies, or siloed delivering a particular service and unable to grow the account.
Part of the problem these agencies face is their marginalization within the client’s organization. They simply don’t have a seat at the table. Comparatively, other agencies are yoked with their clients, enjoying long-range strategies, acting as strategic marketing and business partners, and feeding off each other’s success. How do they do it?Read More
There’s a silent killer stalking your agency. It chokes off the culture you’ve built up, suffocates results, and is difficult to detect until it’s too late.
It’s called a lack of perspective. And it has a profoundly negative effect on account and agency performance if left unaddressed.Read More