I am very lucky to have seen the media world from various angles; working for over a decade in media sales starting with computer magazines through to digital display, affiliate and email; then spending 7 years planning and buying online media at agencies, and finally ending up where I am now, doing digital marketing contracts within client organisations.
The journey has taken me a long time, but as a result I now have some pretty good insights into why you should or shouldn’t use an agency and also what it’s like to walk in the shoes of those involved.
My main take out has been that we will all do our jobs better if we understand more about the context in which our internal and external partners work; and it is for this reason that I’ve previously summarised The Top 5 tips for Selling Media to Agencies. To continue with the theme, with a few more months experience working client side, today I give you The Top 5 Agency Tips to Keeping A Client Happy.
1) Find out what it is they’re judged on
Each time you take on a new client, a new product or campaign within an organisation, your most important priority is to set the goalposts. There is no point working painstakingly for weeks on a campaign that builds reach and frequency if the client (or the client’s boss) is only going to ask “How many sales did we make?”. Similarly if you are able to report on digital sales only, but don’t get to see offline or unattributed sales fluctuations you may be seriously hampering your campaign’s performance and under or over reporting the impact it has on the client’s bottom line.
And the bottom line is always the bottom line. I have yet to find a client who doesn’t end by judging their media by the financial impact it has, nomatter how much they say they want to be innovative and “go beyond the banner” and have cut through and win awards. It’s money, plain and simple.
You can make your life even easier by putting this one figure at the top of your report each day/week/month. Why make the client scroll through lines of data when the only figure their boss asks is “Are we up or down?”. Give them that figure at the top, big and bold with context (week on week, month on month, year on year), and then explain more later. Don’t make them search for it.
2) Pro-actively send them information
I know only too well about the resource pressures within an agency environment, but
if your job is to provide the client report on Monday by 10 O’clock, DO IT!
Don’t wait till they natter, don’t think you’ve got a few hours leeway if they don’t seem to have noticed. That time will have been set for a reason – they may have a sales or board meeting at 11 where they will be asked about the figures. If they’ve been stuck in another meeting until then, and are relying on you to have sent the data through so they can access it on the fly, do you want to be the person who makes them look stupid in front of their board?
If there are operational reasons why it’s difficult to get the data to them at that time – the ad server hasn’t updated sales, the report is bespoke and complex and can’t be done that quickly – then sit down with them and ask them what they can get away with. Many a time I have sent a client simple preliminary data (with caveats) only to follow up later with more mature data with a full analysis. Believe me, when the report lands in their inbox your client will breathe a sigh of relief because NOMATTER WHAT IT SAYS, some data is better than radio silence.
Resource pressures allowing, try to always give them more information that the basic SLA states. If you show interest in their business and show examples of something relevant that another client has done, some media developments as a stimulus or do a bit of extra digging in competitor trends for some context, they will be nothing but happy. This point really matters when the client comes up for pitch, as you can guarantee that the other agencies will throw all sorts of innovative solutions at them to show the difference they can make, and the last thing you want is “Well, we stopped sending you ideas as you always said No.” to be your excuse when they mark you down and you lose the pitch on innovation.
3) Don’t insult their decisions
I’ve said this before (here) and I’ll say it again – they may have access to information that you don’t have. So…
EVEN IF THEY SEEM TO BE TOTALLY INSANE do not insult the decisions they make.
By all means ask questions about them, state (politely) why you may have done things differently and make caveats in your forecasts where you think these decisions will impact negatively on the performance metrics that you can see, but it is the height of arrogance to assume that you know their business better than them. You may know media, you may know how to get people to their website, but you are probably not seeing a whole pile of data that gives an entirely different context to performance.
An example of this is using ad server/search tool data as gospel. Recently I had to stop an agency from continually over optimising an account, reducing potential lead volumes based on AdWords data, when the data of record for the company was the Google Analytics integrated search CPA, which was much healthier and meant that rather than reducing spend/bids, they could have been a lot braver.
Had they been given access to the data? Yes.
Did they bother looking? No.
Did they send a report that criticised my decisions based on their incomplete data? Yes.
Will they remain our supplier for long? No.
4) Find a positive in everything
Sometimes things go wrong in business and marketing. Products fail or get bad PR, messaging doesn’t create any impact, a competitor launches a spoiler. Recessions happen. Sometimes it’s the media choices, season, targeting or forecasting. Sometimes you just don’t know. But there is ALWAYS something you can learn from a campaign. Even if that thing is “We won’t do it again in that way”.
There is nothing more depressing for a client to receive (or, I imagine, an agency account manager to write) than a post-campaign report where the results have fallen far short of the forecast or target, especially if there’s no obvious explanation; but you can rescue the wreckage by highlighting ways that other clients have improved things when faced with a seemingly dismal failure. One way to change the way you put things in context is to always to have 10% of your budget allocated to testing new things (especially in the ever changing digital world). This means that any test that fails is not seen as the end of the world, and instead a fundamental part of the development process.
If you call it a test and it fails, it’s a learning.
If you call it a plan and it fails, it’s failure.
I know which one I’d be happier to discuss with my client/boss.
5) Tell them the “So what?”
Data. We’re all drowning in it. And the data you send to your client will be only a tiny part of the data they see each day.
Digital media’s very trackability is the reason it remains the healthiest part of the advertising market (granted, it is also a stick with which it can be beaten). The result of all this data can be inertia as we all struggle to put it into context and gain anything actionable. This is where you can make your client look like a superstar.
Here’s some online sales data. I’ve graphed it as a monthly trend. It still means nothing unless I know how it compares to
- other companies doing the same thing
- seasonality expectations
- my own company/product performance in the past
- my forecasts and targets
Good or bad are all relative concepts, and it is your job to take your client from data driven inertia to the “So what?” – think about what it means. How different is it to what you expected – AND WHAT DO YOU RECOMMEND THEY DO ABOUT IT NOW?
Give them potential actions to take to their boss, even extreme ones to get them thinking.
Do they choose between:
- cancel the project
- change the creative
- recall the product
- change the media mix
- add international markets
- double the spend
- change the landing page
- expand the product range
- add a phone number
For every campaign learning, there should be a recommendation that the business can do to either capitalise on it, or avoid it in the future. State these and give your client an action plan to test these new recommendations (remember, tests don’t fail, they become learnings), and then you have a process of constant testing and learn, that WILL lead to success over time.