Just like the client companies we work for, we too need to make sure that we are growing a profitable and sustainable agency. If we do not ,we will not be around long to service them. A key factor in being successful at this is developing and selling work that the client wants to and will buy.
How often have you heard a client say or read in an agency RFP the sentence…
“We are looking for fresh thinking and bold ideas. We want to shake the category up and stand out as a brand. We want a partner with unusual curiosity and a keen desire to challenge the status quo.”
For my part, I have seldom heard anything different. So, excited by the opportunity, the agency rushes back, tells everyone that this is a no holds barred assignment and that we expect only the best and most innovative work from them.
Usually three to six weeks later (depending on the generosity of the client) the most talented people in the agency descend on the client to unveil their epiphany. Three concepts are presented. The reco is the one that the agency loves and addresses the challenge square on. Concept two is good but not quite as good, and if you are a prudent agency, the third is the responsible one that will do the job but may not generate any fireworks or awards. The client picks the third and the team returns to the agency disillusioned. The CEO returns frustrated by the amount of money spent during the pitch prep searching for that Holy Grail. Sound familiar? I am sure it does and it should not be surprising.
Our clients need for managing risk in order to survive is far greater than that of an agency person.
It is the client that ultimately takes the hit for a failed risky idea and ultimately takes the hit from a career perspective. Yes, it may pay off but what if it does not? Surprised? You shouldn’t be. You have to consider the dynamics/culture in which your client operates.
I am sure that you have heard the statistic that the average tenure of a CMO today is 17 months. In essence that means that if they do not show positive results within 6-12 months of arrival they are doomed.
What you may not know is that in a recent CMO survey conducted by the AAAA’s ,only 21% of CMO’s claimed to have a good relationship with the CEO.
Is this an environment that promotes significant risk I ask you? In my opinion, not very often.
So the next time you are asked for “ground breaking work” I suggest:
- Assess the client culture and environment for the apparent appetite for risk. Past behavior is often an indication.
- Right now given the economic environment, everyone is keeping a low profile and avoiding being picked up on the radar screen. This is not likely to change anytime soon.
- Brief the agency and deploy resources accordingly. You will only lose money chasing work that has little or no chance of seeing the light of day.
- If you do propose innovative new ideas that require taking a risk, do everything you can to support those ideas with whatever real world proof of concept available to you.
- Present the solid, get the job done concept first. Get them comfortable in the knowledge you have a good workable solution. Then take them to the higher risk solution supporting with proof of concept along the way.
We agency types often lament the fact that some of our greatest work lies dormant in a job folder somewhere because the client chose the lesser concept. Keep in mind that a significant amount of costly hours (money – your money) also reside in that folder, with no chance of ever being re-couped.
So why not produce work that the client can buy and save both of you time and money along the way.