Why do Agencies Concentrate so Much on Trying to be Different?

iveIn my role as advisor to both brands on how to find agencies and agencies on how to find new clients, one thing has been nagging at me for a while now. Why is it that so many agencies spend so long trying to make themselves appear unique?

Think about it for a minute. If you’re a marketing director with £5m to spend are you really looking for a totally unique ageny to give it too? I doubt it very much.

Clients are not looking for an agency that is completely different from the one they already have – they just want one that is BETTER than the one they already have.

So, when sitting down to write your agency proposition, stop trying so hard to make it different and concentrate on what it is about you that by its very nature proovesw that you are BETTER than the competition, not simply different from them.

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Cake business matching merges with RSW to create RSW/AUS

An ex RSW new business development manager from a decade ago merges her boutique business matching consultancy with RSW. Cake business matching, established in 2005 is now operating with its new identity, RSW/AUS.

 

This merger is both an exciting and logical move forward following Sally Danbury’s emigration to South Australia in 2011.  RSW strengthens the existing offering, resource and reach of Cake business matching with its start up agency specialism.

 

Sally is ready to embrace the next level whilst continuing to support existing clients without disruption.

 

RSW/AUS, having the capability and expertise to strategically grow its clients’ businesses in the Australian marketing agency marketplace, manages agencies of all sizes and disciplines.

 

RSW is a long established and highly respected lead generation agency for the marketing communications industry.  Its head office is situated in London, UK and has a strong presence in US, via its Cincinnati office.

 

Sally Danbury and Adam Whittaker look forward to RSW/AUS future success, in the provision of a seamless service to its Australian clients.

 

Are you are an agency owner requiring an ongoing business development programme? If you would like to understand more about our process, successes and how we can help you specifically, please get in touch

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How Peculiar …

I am NOT suggesting that anyone does this.

I sent an email out yesterday and totally screwed up. We have a new system and I forgot to 1) upload our unsubscribe list and 2) filter out existing clients. So all my clients got an email asking them if they’d be interested in working with us! Luckily they’re all marcoms agencies and saw the funny side of it (we’ve probably ALL done something like that at one point or another in our careers!).

The interesting thing though was that 50% of the positive enquiries I got back (asking for a meeting so I can prepare a proposal) were from people who had previously unsubscribed!

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Merger of Cake New Business into RSW

Cake New Business has now merged with RSW to become RSW/AUS. Sally Danbury will remain in her position.

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Retention: How to Prioritize Clients

Running a marketing firm of any size is a juggling act. Not only are you working on several different client/agency initiatives at any given time, but you’ve got projects from several different clients as well.

This post was originally published by Sanders Consulting and can be seen in its original location HERE. We love it so much we asked for and were granted permission to re-post it.

Often competing client conflicts will drive staff and leadership crazy. Starting a new project vs. finishing another, what comes first? The clients all the while breathing down your neck claiming “I need it yesterday!” All this and more adds to the already chaotic work environment and makes organizational planning a difficult task.

Prioritizing your clients may help you and your team to keep focused on the most important work at hand; keeping the clients you truly need happy and growing the ones that you can.

Suns

Definition: Sun clients are essential to the agency. Without these clients, the agency might cease to exist. Sun clients provide warmth, nourishment and energy to the agency. Sun clients allow the agency to do good work and take chances. Organic growth oportunities exist, staff relationships are good, and projects more often end up on time and on budget. Sun clients are to be retained and protected.

Planets

Definition: Planet clients should be very profitable to the agency. These clients should operate with very little support from agency senior management and should sustain life pretty much on their own. Planet clients should be protected but may not be essential to the agency’s existence. Planets by definition have little opportunity for real growth and cannot ever be Suns in the opinion of agency management. Planet clients should be worked with minimal agency investment in resources and must have limited impact on senior management time.

Black Holes

Definition: Black Hole clients suck up a lot of agency energy and give little in return. These types of clients often overuse creative services and account management time without fair compensation. Management often thinks they help cover operational cost, keeping the lights on so to speak. They miss the impact on staff morale. Black Hole clients should be dropped by the agency at the first opportunity. Black Hole clients often represent lost causes. Their impact on the agency should be minimized.

Shooting Stars

Definition: Shooting Stars are unknowns to the agency. Their path is not clear. Shooting Star clients could be Suns, Planets or Black Holes. It is the responsibility of the agency to ensure a Shooting Star client is transformed into either a Planet or a Sun. If this client cannot be transformed into a Sun or Planet, then that client is a Black Hole the agency should plan to eventually drop. Shooting Stars are most often new clients moving through the agency. Their long-term trajectory has not been established. Shooting Stars need more management time and require more agency resources if they are going to become Suns and Planets. Shooting Stars take up a lot of agency effort and must be watched closely.

Prioritizing Leads To Organic Growth

What clients want from agencies are ideas to make their businesses grow. What agencies want from clients are opportunities to do great work and be fairly paid for their contribution to clients’ businesses.

It is impossible for either of these to happen without “chemistry” among both parties. In order to obtain chemistry, an environment must be created that will breed success. It is the responsibility of agencies to create this environment.

Great chemistry helps make things happen and will create a more positive reaction to your ideas. A well trained account service person should always be prepared with relevant topics, points of view and issues that flatter the client and demonstrate interest and imagination. In advance prepare some BBIs, VABs, or VASs. Get ready to introduce these to stimulate the conversation. Organic growth works best when relevant to their consumers, their industry or their operations, not just selling in more of your services.

The purpose of our High Gear Training is to help agencies create this environment to keep clients and do great work.

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RSW/US 2012 Agency/Client Research

Interesting research from our sister agency across the pond.

Download as a PDF from the link above.

RSWUS-Infographic-How-Agencies-Get-New-Business

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Staff Turnover

images (1)One of the issues many clients have had historically with new business agencies is staff turnover – we hear it all the time, “my account manager seemed to change by the month”, “it was OK to start but then Jon left and the next three people over the year were awful” …

One way to get around this is to employ the old trick of having a two tier team. A senior person, who deals with you on a day to day basis and takes the credit for everything and some poor sap who does all the work who you hardly ever meet and probably don’t even know is the one making 90% of the calls!

Another way to get around this problem is to do what we at RSW do. Employ only grown ups with responsibilities who want a long term role and to be treated well and given everything they need to the job. We measure their success NOT by the number of meetings they fix, but by their client churn and NPS.

In other words, if they work hard and intelligently, then their clients will be happy, will win new business and ergo stay with us and recommend us to others. If this happens, our account directors get decent bonuses and we can pay them great basic salaries.

Since we started working this way our staff turnover has dropped to 10%.

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Client Churn Rates

imagesI am often asked how long clients stay with us. I have never really understood how to answer that question because the only way to do so is to take the average of those clients who have stopped using us and that seems mad because how can I ignore a client who has been using us for 15 years?

So instead, RSW measures client churn. Here is how we do it.

At the end of each month we add up the number of clients who have stopped using us over the preceding three months. We then multiply that by four (four quarters per year) and then calculate what that number is as a percentage of the average number of clients we have worked for per month over the last twelve months.

EG – if the average number of clients we have worked on in the preceding twelve months is 24 and in the last quarter we have lost six clients (two per month) then our client churn rate is 100%.

The average churn rate for the marketing, advertising and PR industry is (I have been reliably informed by the CFO of a listed group), 25%.

In the last quarter of 2012 our client churn rate was 16%.

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Latest NPS Score for RSW

Net Promoter is a customer loyalty metric developed by (and a registered trademark of) Fred Reichheld, Bain & Company, and Satmetrix. It was introduced by Reichheld in his 2003 Harvard Business Review article “One Number You Need to Grow”. The most important proposed benefits of this method derive from simplifying and communicating the objective of creating more “Promoters” and fewer “Detractors” — a concept claimed to be far simpler for employees to understand and act on than more complicated, obscure or hard-to-understand satisfaction metrics or indices. In addition, proponents claim the Net Promoter method can reduce the complexity of implementation and analysis frequently associated with measures of customer satisfaction, providing a stable measure of business performance that can be compared across business units and even across industries, and increasing interpretability of changes in customer satisfaction trends over time.

The Net Promoter Score is obtained by asking customers a single question on a 0 to 10 rating scale, where 10 is “extremely likely” and 0 is “not at all likely”: “How likely is it that you would recommend our company to a friend or colleague?” Based on their responses, customers are categorized into one of three groups: Promoters (9–10 rating), Passives (7–8 rating), and Detractors (0–6 rating). The percentage of Detractors is then subtracted from the percentage of Promoters to obtain a Net Promoter Score (NPS). NPS can be as low as -100 (everybody is a detractor) or as high as +100 (everybody is a promoter). An NPS that is positive (i.e., higher than zero) is felt to be good, and an NPS of +50 is excellent.

In our latest survey all RSW clients who’d been with us for more than three months were included and all responded.

Our NPS for the latest quarter of 2012 was +50, and increase from +36 last time. Well done team and thank you.

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A Lesson For Us All

I have been having enormous problems with the service provided by one of our partners. The firm I really like, been using them for years. Know the directors well and really respect them. But the service went dramatically down hill after we had moved office due to our new location. It got so bad that I had no alternative but to find a new solution.

So I signed up with a new service provider who offered an alternative solution to the one provided by our existing partner.

I then told our existing supplier who only THEN told me that they could provide that solution as well! So lessons learned for me.

  1. Ask your existing partner if they have an alternative solution before switching suppliers if you are happy with them but not the service.

Lessons for my parter.

  1. Make sure your clients are aware of your full service offering
  2. If a service isn’t working, don’t keep on trying desperately to make it work, offer an alternative if you have one.

 

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