This is a guest post from Kate Richling. Kate is the head of marketing for Rova, a strategic marketing and business attribution tool for agencies. With Rova, 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 email@example.com.
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
Would you believe me if I told you that you’re losing up to 35 percent of your media-buying budget?
Everyone knows that you allocate about 15% of your budget to commissions if you’re working with a programmatic team. You allocate more if you’re still playing the game with networks or managed servers from one of the “big players.”
But you may not realize that impression fraud is estimated to eat up another 30%, meaning you’re starting with 35-45% less money than you thought you had.
That’s not good for the client or your agency. We have to face impression fraud head-on.Read More
Funny enough, many of us overlook a simple solution. According to Marketing Score, 65% of marketing agencies rate their usage of call tracking a two or lower out of 10, and 55% don’t use call tracking at all.
The simple fact is this: if a phone number is available, your campaigns may be driving calls. Depending on your client’s product/service, industry and customer preference, calls may be a significant portion of overall leads.Read More
A we’ve discussed previously on the blog, monthly Campaign Scorecards and weekly Activity Reportsare great ways to tie agency activities to metrics that matter.
By housing all metrics in one place, account teams can more readily see what is working, and develop real-time strategies based on campaign performance. In addition, clients gain a better understanding of the value your agency brings to the table, and how you’re helping them meet real business goals.Read More
As your agency grows, so should the sophistication of your performance measurements for both client campaigns and employee career advancement. However, complexity can become the antithesis of focus. It is easy to get caught up in the details, causing confusion as to where one’s time has the greatest value to the team and clients.
This is why it’s important to not lose sight of the big-picture factors that separate successful client campaigns and agencies from the rest: retention, growth and innovation.Read More
How you present these results is of utmost importance, as today’s business executives are drowning in data. Continually prove your agencies worth and encourage transparency by regularly reporting on metrics that matter—in a way that makes sense to your client. We recommend using scorecards and activity reports.Read More