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Value-Minded Clients Can Be Good for Your Agency
Let Them Sweat Small Stuff and Pay You for Big Ideas
Tom Martin |
In virtually every one of those meetings the client's goal wasn't necessarily to spend less money with our agency, but for the client to receive more value and impact from the dollars it was spending with and through us.
And along the way, two very interesting themes have emerged.
The first is the notion of high-value vs. low-value agency services. Traditionally the AOR relationship included a client using agencies for their high-level strategic, media, public relations, interactive and creative firepower but also for the routine grunt work. This grunt work includes things like resizing print and banner ads or simple (often factual) copy changes. Everyone knows it isn't rocket science and truth be told, the agency adds very little "value" in these transactions, but it was just easier (and sometimes less expensive) to outsource all of this to the client's AOR agency.
But in today's rocky economic world, savvy clients are beginning to re-examine how they work with their agencies. In some cases (retail for instance) clients are seeing that it might actually be cheaper for them to have an entry-level designer on staff to handle the routine. In fact I had this very conversation with a client just a week ago. Yet, rather than be upset that our firm might lose billings, I'm excited. Why? Because he doesn't want to just let the savings drop to his bottom line. He wants to invest some of that savings with us in the utilization of high-level thinking. He wants to open projects designed to solve strategic problems and have our agency's best thinkers assigned to those projects.
In other words, he wants to invest his dollars in the unique agency capabilities that he cannot do himself or afford to bring "in-house" because it would just be too expensive and used too infrequently. Thus, everyone wins. He saves money and gets to hire a resource that can do the routine faster and less expensively than we can and we get to offload the mind-numbing drudgery type work that none of our designers actually like doing anyhow. And the whole thing represents a cost savings for him and is revenue neutral for us because we're redeploying those low value hours to new clients or high value hours for this client.
The second interesting theme is the movement from mass media to micromedia planning. For most of our firm's clients, media spend is the single biggest expenditure in the budget. So it's the first place their bosses look to make cuts. Thus, clients want more efficient media plans that show quantifiable results. Because while their bosses are demanding expense cutting they aren't lowering expectations or goals for the coming year.
Initially, you might find yourself instinctively recoiling at the idea of helping a client decrease their media spend when you think about the loss of income associated with such a drastic move. However, what I'm finding is that here again, clients aren't just dropping all the savings to the bottom line. They're asking us to think about how we can create more efficient and effective marketing outreach programs. We're being given the opportunity to move mass media spend into micromedia channels like online, social marketing and direct outreach or events. Here again, the net net is the client is spending less while getting a more effective plan and the whole thing is revenue neutral for us. Another win-win.
So as you begin to work your way through the upcoming budgeting process with each of your clients, ask yourself what the value versus cost equation of your recommendation/contract looks like and if it isn't the best it can be, fix it -- proactively. You'll do yourself and your client a great service and likely ensure a longer lasting relationship.
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Tom Martin










We are finding the very same thing with our clients. They are all looking at cutting something and are willing to try anything.
We are using this oppertunity to convince them to make changes we have been trying to get them to do for years. This could be to increase online ad spend, increase social pr, or simply to change creative strategy.
The client is feeling less secure in thier own ability now, and is looking to us for more help. This is a great oppertunity for an agency to prove its worth!
Nancy Czaplicki - New Jersey
The idea that your client is hiring someone to do what you call "grunt work" is in fact 'Rocket Science for advertising.' And it marks the beginning of the end of your relationship with that client. It is because everything an agency does is cohesive and synergistic. Take a few parts off that car engine of yours and it won't run. Same here, get chopped up, and soon you'll cripple yourself and your agency.
Here's a novel approach: understanding that your client's largest part of his or her marketing budget is your agency, you begin with ways to economize by eliminating ineffective efforts that you believe are not as effective as they should be -- and introduce a new strategy for this economy where everyone what savings and more value; strategies that you believe will help you client increase its sales, volume and profits and position within its category that is mindful of the current economic downturn. Everyone is economizing, the trick is how to prosper during downturns. Tell the client that everyone now is looking for savings and using that as a strategy for the client's product or service -- offering a less expensive value version will actually attract more business. It's like grocer's loss-leaders, items that they lose money on that get people into the store. Here, you sacrifice per sale profits for more sales.
Recessions are when clients should be spending more, not less. Strategically their category will have the same spend less mentally, so now is the time to promote and promote to gain share and sales from them now when they are reducing their spending. It is the ideal opportunity to get a leg up on the competition - not to crawl into a hole.
The current economic downturn caused by oil and predatory lending and the home value bubble is an ideal time to begin Strategic Marketing programs to leverage the economy, because clients and consumers are all directly feeling the price squeeze. Recessions are the best time to initiate breakthrough and innovative promotion programs. Consumers are more predictable during recessions and open to impulse purchases and persuasion Advertising that touts savings. Oil was responsible for inflation and the recession of the seventies, just as it is again today. Arab producing nations put pressure on the U.S. to force Israel to withdraw from the Middle East just as they are doing today to get U.S. solders out. Oil has affected all retail prices and is causing a worldwide depression affecting the poorest nations the worst. Skyrocketing gas prices are here to stay, as are higher food prices. The timing for 'Savings' programs couldn't be better. Obviously all consumers are more price-sensitive now, and leveraging that concern is the best way to marketers and consumers. By promoting these money and energy-savings ideas for the consumer, marketers actually increase overall sales, volume and profits.
Your strategy is ass-backwards. Most clients are lost by small things, not big things. This is a big thing.
Karen - Washington, DC
This is also proving to be a really nice way for very small and young firms to gain opportunities to work with bigger, savvier clients and still grow in an organic way.
We happily take maintenance and production work that bigger clients would typically, as a matter of convenience, have their larger agency partners take care of.
We've been really focusing on these relationships as areas we can grow by simply over-delivering, being extremely responsive and taking every opportunity to show our thinking.
We don't have grand visions of becoming interactive agency of record anytime soon but they may think of us for their next microsite or rogue social media initiative.