Here are the three rules of thumb:
- Size matters.
- Personnel matter.
- Alma mater
There is a sad adage that goes something like "the day you sign on your new client you are one day closer to losing them." Put another way, it takes nine months to secure a client and nine minutes to lose one. Why? Though it may seem trivial, there appears to be a recurring theme that we are increasingly finding ourselves with more frequently than ever—to the point that I'm going to call it a plague on agencies and those charged with hiring them. We must both be smarter about the choices we make and whom we choose to work with.
Rule of Thumb 1: Size Matters.
To both the agency and the client. If the account value to an agency represents less than 30% of its current total billing, it is probably too large of an agency for you. Applegate Media Group, for example, specializes in client media billing between $5 million and $10 million annually—that is where we are best able to make a real difference for our clientele. Likewise, a client that has that level of budget should clearly understand the playground a given agency plays in based on budgets.
If your annual media budget is $100,000, we may not be the best choice (ditto if it's $100 million), and a good agency will recommend alternatives to clients that don't fit its budgetary sweet spot. An agency playing out of its league can easily lose a client, and, likewise, clients with relatively smaller budgets should work with agencies that specialize in that arena to ensure outstanding service; you don't want to be a small fish in a large pond. Be honest about budgets, and work together to determine, right up front, if you are compatible.
Warning signs your agency might be too big for your budget:
- The agency says, "I'm really busy right now" or "As soon as I finish up with [insert client du jour here]."
- Meetings are regularly cancelled and rescheduled or there is just a general feeling that you are not receiving the attention you want.
Rule of Thumb 2: Personnel Matter.
Now that you know your budgets are in line with the budgets of your agency, the next important task is making sure you mesh with the personnel and their expertise at a given agency. Be sure to ask if the individuals in the review will be involved in the day-to-day operations of your account, and if not, who will be? Be sure to meet those directly involved in handling your account because, again, no matter how large an agency is, your budget will dictate the account team—that's who you want to meet because that is really who you're hiring.
For example, we are a relatively small agency, and while I'm the president of AMG, I handle many of the daily tasks assigned to clients, giving our clients the benefit of my (ahem) many years in the business and expertise. I enjoy media strategy and planning, which is why I got into this business in the first place—not to have ad nauseam staff meetings or push paper.
Smaller agencies tend to have the ability to be a bit more nimble, opportunistic, and certainly hands-on with, typically, a more seasoned executive. If that is important to you, be sure the chosen agency fits within those guidelines. It is impractical for executive leadership to be involved in the day-to-day activities of every account—and in some instances, you wouldn't want them to be—so again, ask about personnel, and ask about the practical expertise of those assigned to your account.
Warning signs you have the wrong agency personnel:
- You've never seen or met the owners or leadership of the agency, or worse, the only time you met them was during the review and sales process.
- You are constantly having a new account executive assigned to your account.
- Those assigned simply don't understand your organizational goals or your industry.
It may sound obvious, but don't select an agency because the account executive is your old drinking buddy from college. Remember that time you bought a car from your weird uncle? Same thing. While personal relationships are, indeed, important, this is an important decision for an organization and should be based on sound principles of return on investment and achieving measurable objectives. Be sure your old drinking buddy from college has the expertise and the right personnel to make a good impression on both your target audience and your boss. Does he have the necessary tools? Does she have the staff and the expertise to achieve your core objectives, and is there a measurable way to go about it?
In the media strategy, planning, and buying business, advertising and business-marketing executives understand that no matter how great the creative of an advertisement is, if the right audience doesn't experience the ad, the tree has simply fallen silently in the woods. With ever-increasing and complex media options competing for the hearts, minds, and wallets of consumers, the need for media management expertise that efficiently and strategically connects businesses to their audiences throughout the myriad of choices has never been greater. Your friend can still be your friend; just make sure he or she can do the job. This is true regardless of the marketing discipline, be it creative, web development, branding, or public relations.
Warning signs your pal isn't quite cutting the mustard:
- He or she still asks you to go on spring break.
- When you get together for cocktails, you don't talk work.
- You're afraid to hold this individual to the same standards you're being held to.
- You are constantly the one being proactive and presenting fresh, new ideas.
Trusted referrals are also a very good thing. Be sure that your expectations are in line with reality, and again, a good agency will take the time to go through reasonable expectations based on budgets and your specific goals and objectives—share those.
In the end, we all want to impress. A good marketing executive needs his or her product, service, and brand to make solid, lasting impressions—and changing agencies every 18 months is a surefire way to erode a brand. If you'd like a sports analogy, think of it as changing your head coach or your quarterback every other season. It hurts continuity. Spend the upfront time asking the right questions. Being a good client and being a good agency are just like being in a good marriage—you need upfront communication and the desire to achieve a common goal together.
About the Author:
Prior to founding Applegate Media Group, Susan Applegate was the media director at Valassis Communications in Detroit and later at Media Partnership, an Interpublic agency based in New York. She is an expert at integrating multi-channel marketing efforts and complex agency relationships, with a fresh approach to client service and compensation as well as capabilities that exceed those of the largest media agencies. She can be reached at sapplegate@applegatemediagroup.com.
About Applegate Media Group:
Headquartered in New York City, Applegate Media Group buys, manages, and develops strategic media programs for creative agencies and internal corporate marketing teams. No matter the size of the media program, the AMG team prides itself on expertly planning, negotiating, and buying media to deliver more strategic placement, a stronger audience reach and frequency, and lower costs—all with an unsurpassed agency-client experience. AMG has five U.S. offices and serves many Fortune 500 companies. More information can be accessed at www.applegatemediagroup.com.
