This post is by Darren Woolley, Founder of TrinityP3. With his background as analytical scientist and creative problem solver, Darren brings unique insights and learnings to the marketing process. He is considered a global thought leader on agency remuneration, search and selection and relationship optimisation.
Last year I was contacted by Rebecca Caroe, Founder of Creative Agency Secrets in New Zealand, who interviewed me for her blog on the changes and trends occuring in the advertising industry.
She is also writing a book titled “The Creative Agency of the Future”. It’s about marketing agencies; focusing on how they are run and the challenges and changes that are happening in the advertising industry.
Written for agency owners with between 10 and 100+ staff, Rebecca says it details the operational areas of the company and uses case studies and anecdotes about what leading agency owners are doing differently as they drive their businesses into the 21st century.
It reminded me of a project undertaken at Cannes last year by Systemic Inventive Thinking (SIT) who interviewed agency people from all around the world on what they thought the creative agency of the future would look like.
Ad Agency of the Future | JWT Shanghai, Hai Yee Cheng
Ad Agency of the Future | Leo Burnett India, Pops K.V Sridhar
Ad Agency of the Future | DDB DM9 Brazil, Bruno Tozzini
You can see all of the interviews here on the SIT site.
Now Rebecca at Creative Agency Secrets is looking for further input from both agencies and marketers.
So if you are in agency management with a view on how agencies will look in the future or a marketer who has an opinion on how you would like agencies to be, then Rebecca has the survey for you.
Agencies: https://www.surveymonkey.com/s/FutureAgency
Marketers: https://www.surveymonkey.com/s/FutureAgencyBrand
Or even leave your thoughts here as a comment.
Subscribe
Vimeo
Youtube
Facebook
Twitter
LinkedIn
RSS
Slideshare
Reviewed Books
Four Square
Google Maps
Google+
Four requirements, among others…
1) No separation of channels in account servicing; i.e. traditional, digital, mobile, etc. are in one multi-disciplinary team
2) Based on #1 and other trends and realities, costs for "account management" and "agency coordination" will be way down
3) Channels get separated at execution; print, media, mobile, etc. and are compensated on a true and reasonable cost-plus and no markups or commissions
4) Global/multi-country coordination resulting in better creative and/or cost synergies.
Two more…
5) Team stability. The "A" team that pitches the business IS the team that does the creative work. The team, if awarded the business, is not permitted to pitch other business for 12 months
6) Learning about the sector and training are on the agency's "dime". Client should not have to pay for agency personnel to know the business since they pitched the business claiming that knowledge!
Hi David, thank you for your contribution. A question I have is do you envision within the account management resource will be the strategic thinking? I am amazed everything I hear people in the industry talk about the demise of account management. My personal belief is that account SERVICE is redundant. Empty suits were never the solution. However Account MANAGEMENT is where the team understands the client's business and brings strategic thinking to the daily interaction. In 2010 I wrote this blog post on this issue of Account Service versus Account Management https://www.trinityp3.com/2010/09/do-you-want-acco… What do you think David? How do you see the role of Account Management? And what role dose it play in your agency of the future?
Hi Darren,
Great question and point. Actually, I have lost complete track of what account management is supposed to be. You are right, what is their point actually?
I envision a true "quarterback" (using American football terminology) that coordinates things from a position of knowing and thinking strategy. Should be the strategic director of the orchestra and not what it has become, essentially a quasi–sales position designed to keep the relationship warm and the customer happy. They get busy when there are problems that get escalated or when there's an opportunity to pitch for more business. Why should we be paying for this?
In the future, there should not be "Account Management" other than the back office team that does paperwork. What is needed is the "Agency Ninja" who is a true strategist AND handles all the workings of the relationship and the work.
Makes sense?
David, it makes complete sense. It is just that it needs a name that provides a label and defines the role of this group. Most of the ‘new’ titles fall short on this like Brand Team or Business unit are way too generic.