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Are You A Terrible Client 8 Symptoms 8 Remedies

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Are You A Terrible Client 8 Symptoms 8 Remedies

  1. 1. Are You a Terrible Client? 8 Symptoms/8 Remedies Kerry Desberg BizSummits, 2008
  2. 2. <ul><li>Symptom </li></ul><ul><ul><li>You lack an understanding of your agency’s process </li></ul></ul><ul><ul><ul><li>Do you know how work comes in, how they record time, how they track work, how they bill, how they reward? </li></ul></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Shadow members of your agency team for a day…in their environment. </li></ul></ul><ul><ul><ul><li>Keep it informal. Don’t accept a tour and a PowerPoint. You’ll be a more effective client when you understand how your requests ripple through your account team. </li></ul></ul></ul>
  3. 3. <ul><li>Symptom </li></ul><ul><ul><li>You demand servitude not service </li></ul></ul><ul><ul><ul><li>You’re impatient. You don’t know if your team members have families. You call nights. You call weekends. Your team has high turnover and you constantly find them timid and afraid to speak. </li></ul></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Ask yourself – do you want YOU as a client? </li></ul></ul><ul><ul><ul><li>Chances are, many of your team members work on your business 24/7 like you do. If you’re behaving differently than you do with your own employees, you’re missing an opportunity to have a powerful partnership. </li></ul></ul></ul>
  4. 4. <ul><li>Symptom </li></ul><ul><ul><li>You are your agency’s only contact with your business </li></ul></ul><ul><ul><ul><li>Unless you know everything, the only source of input should NOT be you. If you’re constantly frustrated with their lack of deep understanding of your business and your strategies…make sure you’re putting the right ingredients in front of them to work with. </li></ul></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Let your agency teams learn your company’s strategies and priorities for the year with their own ears </li></ul></ul><ul><ul><ul><li>They’ll hear richer information, have a deeper understanding of your business and provide better, more insightful plans and recommendations </li></ul></ul></ul><ul><ul><ul><li>Your company’s leaders will have more ownership for your agencies and the plans they create </li></ul></ul></ul>
  5. 5. <ul><li>Symptom </li></ul><ul><ul><li>Your agencies work in silos </li></ul></ul><ul><ul><ul><li>You don’t bring them together. They don’t know each other. They have to make sure, in a vacuum, that they’ve created plans which cover the multi-media world properly and effectively. They have to stake out their turf on their own, and operate with tension around each other. </li></ul></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Have your traditional, interactive and PR agencies work together to create your marketing strategies </li></ul></ul><ul><ul><ul><li>All your marketing elements need to be in lock step and you need your teams layering the marketing elements together…from inception. In 2008, the only smart strategy is an integrated one. </li></ul></ul></ul><ul><ul><ul><li>Your agencies will work well together if you set expectations that the team is responsible for its collective success. </li></ul></ul></ul>
  6. 6. <ul><li>Symptom </li></ul><ul><ul><li>You’re constantly changing direction…and accomplishing very little…yet holding the agency accountable for a lack of results. </li></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Create a standard format to capture biz goals/needs </li></ul></ul><ul><ul><ul><li>Simply and clearly lay out what you are going to do… audience by audience, quarter by quarter. </li></ul></ul></ul><ul><ul><ul><li>Get your businesses aligned on what you ARE and AREN’T doing. </li></ul></ul></ul><ul><ul><ul><li>If the business team wants to make a change, make the decision together with your business partners and give them a CLEAR line of sight to what else they are now doing or what they’ve now given up to do something new instead. </li></ul></ul></ul>
  7. 7. D T
  8. 10. <ul><li>Symptom </li></ul><ul><ul><li>Your agency team has some fans in the company, but others constantly want to fire them – for all the wrong reasons </li></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Create clear outcomes and metrics for each program and a regular agency review process </li></ul></ul><ul><ul><ul><li>Agency searches/switches are expensive and distracting. Very few agencies are so bad they need to be fired. </li></ul></ul></ul><ul><ul><ul><ul><li>Set CLEAR, realistic expectations and measures for programs, get buy offs from your internal business partners. </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Measure, review, adjust, repeat </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><li>Create a standard process to conduct regular agency reviews. Pent up frustrations boil over and often result in a forced over reaction that could have been avoided </li></ul></ul></ul></ul>
  9. 11. Sample Results of Integrated Marketing Initiatives
  10. 12. <ul><li>Symptom </li></ul><ul><ul><li>You’ve uttered the phrase, “You’re out of money and you can’t do anything else without more funds?” or “The invoice didn’t go through because you never actually got a PO?” </li></ul></ul><ul><ul><ul><li>If you’re constantly surprised, both you and your agencies don’t have a clean process to hold each other accountable for financial rigor. </li></ul></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Conduct MONTHY budget reviews, at minimum. </li></ul></ul><ul><ul><ul><li>A clean, clear form that the AGENCY tracks with PO numbers, the total amount, the amount spent each month, and the amount left keeps everyone on their game and hours of time untangling finance off the calendar </li></ul></ul></ul><ul><ul><ul><li>Make SURE your agency team knows to raise their hands BEFORE they are running out of money on something…so you can still adjust direction if needed. </li></ul></ul></ul>
  11. 13. <ul><li>Symptom </li></ul><ul><ul><li>You and your team’s efforts were successful…and no one knows </li></ul></ul><ul><li>Cure </li></ul><ul><ul><li>Merchandise your results </li></ul></ul><ul><ul><ul><li>Make sure you have a formalized process to share results, share learnings, and share successes. </li></ul></ul></ul><ul><ul><ul><ul><li>Businesses re-invest in successes, employees and agencies were they can see demonstrated value </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Success and shared success build motivated, effective, powerful, teams that deliver a competitive advantage for your company </li></ul></ul></ul></ul>
  12. 14. 8 Ways to be a Better Client <ul><li>Shadow members of your agency teams to understand what makes them successful…and you’ll be more successful </li></ul><ul><li>Be the client you’d want to have </li></ul><ul><li>Give your teams exposure to other leaders in your company for a broader, more strategic perspective </li></ul><ul><li>Bring traditional, interactive and PR agencies together to create powerful, integrated programs </li></ul><ul><li>Create a standard format to capture biz goals/needs and ensure alignment on strategies, tactics and timing </li></ul><ul><li>Create clear outcomes and metrics for each program and a regular agency review process </li></ul><ul><li>Conduct MONTHY budget reviews, at minimum </li></ul><ul><li>Merchandise your mutual successes </li></ul>

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