The Synaxis Keystone Marketing System provides a phased approach to the implementation, rollout, and operationalization of marketing measurement tools, web tools, and communications tools.
HomeArticle
Dissecting the Client-Agency Relationship
The client-agency relationship is like many other types of business-consumer relationships. They can either be viewed as disposable, a very shortsighted view, or they can be seen as long-term, in which case they must be nurtured and cared for.
MECHANICS AND AGENCIES
A recent conversation between neighbors brought to mind this relationship. A local mechanic's shop tried to upsell one of the neighbors on additional services and charged them $100 for a diagnostic review that didn't solve their problem. Meanwhile, the other neighbor had an opposite experience with a competitive mechanic nearby. This neighbor took his car to the mechanic planning to have a certain repair made. However, after a thorough review, the mechanic said the repair was unnecessary and gave him a free diagnostic review to boot.
How does your agency treat you? Do they seem to care for your well-being more than their bottom line? This isn't to say that agencies should pander to their clients at the expense of their financial success, but a little helpful advice and friendly gestures can go a long way toward cultivating the right kind of long-term relationship, one that benefits all parties.
ORDER TAKERS VS. INVESTIGATORS
Where this really gets interesting is in how an agency treats client projects. Some agencies are Order Takers. This is to say, for example, an agency's client requests a postcard with a flower on it, and the agency produces a postcard with a flower on it, no questions asked.
Other agencies are Investigators. These types of agencies want to discover meaning and rationalization for projects. The questions that typically get asked by an Investigator are: "What is the desired result from this postcard" and "What problem are you trying to solve by producing a postcard with a flower?". These types of agencies want to discover the thought processes that lead to decisions. Agencies should have the experience to know the best paths to a particular result.
WHAT IF THE RIGHT CHOICE IS TO DO LESS?
This leads to the ultimate challenge to a for-profit agency: what if the best solution for the client results in less work, or even no work, for the agency? This really shouldn't make a difference. If an agency's goal is to be an advocate for clients, doing more work for the client shouldn't be the primary motive. This is not to say that the agency shouldn't get paid for the hours and deliverables they provide. However, some deliverables are less important or effective than others. And, sometimes it is in the client's best interest to recommend services that don't require agency involvement.
If a client takes the agency's advice and experiences success, regardless of how much money was spent, it will lead to a more cohesive relationship between the client and the agency. This is the complete antithesis to the firm that just takes orders with little care for the client's goals. If the project is a failure, this type of agency will usually give nothing more than a shoulder shrug because they gave the client "what they asked for".
LONG TERM GOALS, NOT SHORT TERM PACIFICATION
A client-agency relationship should be about long-term goals, not about one-and-done projects. Sometimes deadlines or compliance can predicate a certain deliverable, but generally there is some room for exploring other options. The smart agencies will always dig a little deeper to offer support and suggestions beyond the obvious. If you aren't getting that from your agency, it might be time to talk to your neighbors.
