While I usually don’t weigh in on things like this … I have watched so much of the Olympics on TV and online … that I thought I’d share my picks:

Podium Performances

• The best piece of marketing comes from GE for sponsoring the SuperBodies series narrated by Dr. Greg Wells. This segment has been highly instructive and entertaining.  GE’s healthyimagination initiative is a perfect fit for this placement. The supportive campaign by GE also hits the mark.
• Bell Canada’s The World is Here  is a cleverly scripted campaign.  I particularly enjoy the Canadian-German exchange.  Bell has run numerous spots throughout the campaign, each tying in nicely to its visual look that took so much heat when it was first launched.  Best piece of original Canadian advertising work in this Olympic campaign goes to Bell.
• Another winner is Air Canada’s Go Far campaign.  Set to snappy music, it’s inspired advertising.  My favourite clip is of the young lady dressed in black out for a night on the town in London wearing a Canadian toque.

Honourable Mention

• Bombardier for its design of the Olympic Torch
• Purolator.  It’s media strategy was highly sound, leaving a strong impression pre-Games where it was not lost with the bigger advertisers (disclosure:  Purolator is a client)
• Molson for its online efforts for the Made from Canada campaign

Off The Podium

The biggest disappointment comes Chevrolet.  Talking cars just don’t cut it.  Especially talking cars with lousy scripts.  Also disappointing is the effort from McDonald’s.  They had a clever pre-Olympic campaign with Cindy Klassen and the McWorker … but failed to deliver anything inspiring during the games themselves.

There you have it.  Now back to the Games!

KPMG has set up a Global Resource Centre in Toronto for Global Marketing & Communications, a reflection of the marketing talent we have in this country.  Sheila is the new Head of Program Delivery, a senior role responsible for vendor and agency selection and management, resource planning, and process development and improvement. It is a pivotal role on which the rest of KPMG’s Global Marketing function depends to deliver its marketing strategies.

It’s a fantastic opportunity for Sheila to stretch her global marketing wings. It is also a wonderful extension of the skills and passion she has for strategic marketing and the value of agencies and suppliers working in sync on a global level.  We like to think she honed those skills through her AgencyLink experiences these past two years, and in her time as a Global Network Director for Porter Novelli.

On a personal level, while I’m thrilled for Sheila, I am also saddened to be losing a trusted colleague. Sheila and I brainstormed and refined the AgencyLink business model over numerous coffee chats and meals more than two years ago, and jointly launched the business in January 2008.  She has been an instrumental partner in its success ever since.  My professional time with Sheila goes back to about 1996 when we were senior colleagues at an entrepreneurial communications firm.

I will always value Sheila’s insight, enthusiasm, integrity, and passionate spirit.  I hope to forever value her as a friend.

What’s this mean for AgencyLink?  For sure we will miss her.  Norman Rigg and I are, however, determined to work hard to continue to improve client-agency relationships. 

While this business model is new for the Canadian market, I am surprised by the industry’s reaction:

·         More often than not, we get rave review about this ‘new’ concept.  The truth of the matter is that the US has more than 20 agency search firms that have been operating for about two decades, including our American partner Joanne Davis Consulting in NYC;

·         Others will appear puzzled and ask if we are like executive recruiters or marriage counsellors. To simplify the role of an agency search consultant, we are a mix of both to maximize client and agency partnerships;

·         A few enquiring minds will ask why a marketing team can’t just do the search themselves.

In Stan’s last blog he talked about how choice can be too much of a good thing.  What we find in conversations with clients is that the idea of an agency search from a pool of thousands gives them indigestion.  Understandably, marketers often get so mired in day-to-day operations that they delay a search or dismiss an agency when the relationship could still be saved. 

In some cases, corporate marketers may also lack the resources or agency knowledge to facilitate a thorough search process.  e-Health is currently in hot water with Ontario taxpayers for its alleged process that was neither fair nor transparent in selecting vendors.

Whether it is dedicated time or lack of process, a proper facilitation and investment in your agency relationship are required to get the best bang for your buck with a new or existing agency.  The selection process or a performance review does not need to be painful.  It can be empowering to find the perfect partner or re-launch an existing relationship by getting past a bump in the road.

Before engaging agencies, start by establishing marketing objectives so you can set priorities and criteria for your agency search. In-house talent should be leveraged to reduce costs and you may call on agencies where you lack bench-strength.  Perhaps, you have internal expertise in web site development but lack social media skills to interact with your customers.

Your preferred size of an agency partner may be determined by the scope of work.  Consider what needs to be done day- to-day, but also your need for resources and people in case of a crisis or special project.  You may have a manufacturing plant in China but not a spokesperson in that region.

An agency with an office in that locale may be crucial if you need on-the-ground support with an event or even a lawsuit. Local counsel is key especially when you might have major differences in culture - not just internationally, but even across the country.

If size doesn’t matter, consider a best of breed boutique that specializes in your industry.

Also, if you only need media planning and buying, be sure to identify this requirement so you don’t have a stacked team of brand strategists assigned to your account at twice the hourly rate.

Forget the TUMS to rid you of indigestion, an agency search that is transparent with defined objectives, a clear scope of work, approved budget and a timely process is the remedy for success.

Sheila Corriveau

Despite the fact many automakers (GM for example) are cutting back their brand lines, I still find the marketplace saturated with way too many models from too many manufacturers.  Choice is a good thing, but not if it becomes overwhelming.  Right now, I’m feeling stress from having too many choices and not being clear on exactly what I want in a new automobile.

My experience in selecting a new car must be similar to one faced by marketers and communications professionals looking for a new agency.  With more than 5,600 marketing agencies in Canada according to a 1997 tally by Dun & Bradstreet’s Hoovers, the choices can be stressful.

Just as in car shopping, selecting an agency can be a daunting experience.  Here’s why:

1.       It’s not a core activity:  Most consumers buy a new car between three-to-seven years.  The average tenure of a client-agency relationship is about four years.  Both of these tasks require research, education, budget determination, and most importantly, a plan that prioritizes the key criteria you want in either a car or an agency.  It is not an assignment that you undertake regularly.

2.       They can all look the same:   Car manufacturers make similar promises on mileage efficiency, styling, performance, or terms and conditions on financing.  Truth is that after a while many of them start to look the same.  This is also a familiar refrain that we hear from many marketing clients who have undertaken an agency review.  They complain that all of the agencies make the same promises and there are few points of differentiation.

3.       Establishing priorities is critical:  Am I looking for value?  What features do I really want in a car and which would I rather do without?  Do I want to make a statement in selecting a certain style?  Marketers ask similar questions when searching for an agency, or should.  They should establish key criteria they are looking for in an agency, and then prioritize the capabilities they need.

It may be simplistic to compare selecting a car to choosing an agency.  One is your relationship with a machine, the other is all about people, ideas and services.  One thing is clear though … too much choice without a game plan can be overwhelming.

I’ll keep digging for the right car.

Defining a moral compass is valuable for a company, agency or department. In an earlier blog post, I referenced the importance of being discreet and sharing company values and expectations with business partners to ensure no surprises.  Does your department or marketing agency team understand your code of conduct? Do you have one?

Simply deciding to not  work with tobacco companies is not a code of conduct. To be an effective partner, client or agency, it is key to demonstrate your parameters across a wide swath of potential issues and maintain integrity at all times.

This code of conduct guides our daily actions as we navigate the complexity of client-to-agency relationships.

1.    Our reputation keeps us in business.  Our business is based on trust and integrity.  Without compromise.  We’ll walk from a revenue opportunity that jeopardizes this principle.

2.    No loose lips.   We respect confidential information.  We do not engage in industry gossip, compromise our clients nor the agency community.  We respect privacy of information.

3.    Only clients pay for our services.  AgencyLink’s revenue stream is from our clients, which are corporations, associations, government and non-profit organizations.  We do not hold equity in any agency shop.

4.    We don’t provide agency services.  Our business is search and performance consultation.  We do not provide marketing services that conflict with the services we are seeking to find for our clients in the marketplace.

5.    We don’t play favourites.  Over the years, we have made many personal friends in the marketing industry.   We endeavour to find the best marketing solution for our clients, be it a boutique agency, a network of freelancers, or a large multinational agency.  Our true friends understand.

6.    We dislike churn.  The best relationships are built over time.  We’ve been a part of client-agency relationships that hit bumps in the road and with some work, smooth themselves.  We’ll try and counsel through those moments to build lasting win-win relationships.

7.    We won’t be bought.  We do not accept gifts from agencies that want to get in our good books.  We apply normal business discretion as it relates to promotional items or entertainment.

8.    Quality of service.   In all our dealings, we strive to be competent, objective, honest and candid, conscientious, courteous, diligent, rigorous and efficient.

9.    Time is precious.  We don’t believe in cattle calls.  We work with our clients and the agency community to develop tailored searches that respect everyone’s time.

My hope is that clients and agencies will share their codes of conduct so we can develop best practices for our industry. Please provide your code of conduct under our comments section for other organizations to see what your commitment is to your business and our profession.

Sheila Corriveau

The celebration got me thinking about the importance and need for clients and agencies to take the time to commemorate results and their partnership.

All too often, clients and agencies forget or get too busy to celebrate when they meet and hopefully exceed expectations. We encourage our clients to celebrate the successes they have combined to deliver. 

This can be done in a way that works for your company’s culture: send a thank you card or take your agency team out for a drink.   Bottom line, whatever works best for you.  Remember that by stopping to celebrate, you can take your relationship to even higher levels.

For example, when my AgencyLink partner Stan Didzbalis and I were agency side, we worked with a world-class technology company. The marketing manager would send balloons or flowers to our account team after a launch, and also toasted us with champagne when we achieved our annual results target within six months.  The account team was envied throughout the office for this inexpensive recognition.

When I was a client, I always took key team members and account managers to lunch after completing a successful AGM, annual report, presentation or major project that required folks to burn the midnight oil. Appreciation builds loyalty.

The end result is that agency professionals want to work with a client that appreciates them – they often work harder and longer to deliver positive results. In addition, other agency staff desperately wanted to work on the account because the client appreciated good work.

From the agency team’s perspective, what characterizes the ideal client and relationship with that client?  When agency account teams identify past positive agency experiences and what made them work well, a big budget is rarely a leading factor. More often than not, an appreciative client wins the day.

For clients, give more thought to what would make everyone want to work on your account:

Trust; Chemistry; Reliability; Clear Direction; Responsive; Ability to Share Information; Collaborative Teamwork; Appreciative; Accountable; Open and Transparent.  Be the best possible client to get the best possible results.

Sheila Corriveau

Here’s a scenario.  A company wants to evangelize its positive environmental record but it needs agency resources to help with the strategy and develop a campaign.  Should the company choose its generalist agency or should the client find a firm that specializes in environmental communications?

Another situation.  A client-side organization develops products or services that it wants to market to small business owners for the first time.  Its current agency is great with mass consumer programs, but the marketer has been contacted before by SMB-specialist agencies.  Who should the organization choose for this initiative?

We could easily substitute other “hot” areas such as social marketing, corporate social responsibility, or marketing to aging Boomers as possible assignments where a similar decision may need to be made.

Let’s throw in another complicating element.  Most agency leaders believe they can provide all kinds of niche services, even if they don’t have the track record to back up those claims.  It’s in their DNA as entrepreneurs to hunt for more work and expand their offerings.

Faced with these choices, what is a marketer to do?  After all, there are about 5,600 marketing agencies in Canada, according to Dun & Bradstreet.  While each client situation has its nuances, here are some basics to follow.

First, the client needs to think about and document the key criteria that it wants its agency to possess. Criteria factors could include size, location, and relevant client or category experience. The client then needs to assess which agency has the resources and proven track record to deliver against the criteria.

Second, the client needs to have a frank conversation with its existing agency to see if it can truly deliver the specialized service the client wants, or if the agency is using smoke and mirrors as its convincing argument. 

Third, the client needs to make the right call on integration. Whether it is an environmental campaign or a new Boomer initiative, determine which agency or agencies can best integrate the campaign with core marketing activities.

Answering these three very basic questions will usually lead the client to the right decision.

Our marketing clients confirm that the number one reason to fire a marketing agency is if its employees disclose confidential information about their company. Thankfully, many marketing agencies include a code of conduct to reinforce confidentiality within employment contracts.

In an online poll last year, IABC Toronto asked its members: What are the key attributes of an effective business relationship? About 550 members replied that ‘trust’ is the single most important attribute of a strong business relationship. Trust is a very powerful term in a business context. It means that there is two-way respect and that both partners in a business relationship are working effectively toward the same goals. In other words, you have each other’s backs!

I am certain that most corporate marketers and agency staff would never intentionally compromise the privacy or confidential nature of a new brand campaign or press release announcement. That said, I am amazed at how little discretion is shown in open environments – from elevators to coffee shops and public washrooms.

While riding the elevator, I have heard executives complain openly about their agency, boss or colleagues by name. On countless occasions, especially after-hours, I have been exposed to elevator rants by agency professionals who choose then and there to hang the dirty laundry of clients. In most cases, I knew the people they were talking about.

Corporate clients can be just as guilty of publicly bad-mouthing business partners. Instead of complaining to others about an agency’s performance during your next business lunch in a crowded restaurant, it is much more productive to regularly communicate concerns and appreciation about your client-agency relationship with the agency. An agency should never be surprised about getting fired.

As Stan Didzbalis mentioned in a previous post, 61% of marketing clients do not openly discuss their concerns about agency performance and make an effort to find solutions before the client ends the relationship. Instead, clients should inform their agency when they are unhappy and set a plan in motion to smooth out the bump in the road.

How do you regularly reinforce the importance of minimizing loose lip communication about clients, agencies and overall business? With free flowing information regularly circulated on blogs, Facebook and Twitter, it is often a challenge to emphasize to your colleagues and partners the importance of being discreet about business and business relationships.

It amazes me to read tweets and Facebook postings about budgets, severance packages, compensation, or the firing of agencies and staff. I have never even shared details about my salary with my own mother – let alone countless online users.

The search engine yasni.co.uk released survey results this week that said 86 per cent of employees do not want their boss to be a social networking pal. You should only post what you are comfortable having read by family, friends and any stakeholders in your career.

Social media tools are effective in sharing news and resources, and to develop relationships that can lead to business opportunities and expand your network. Don’t abuse the tools to criticize your terrible experience with a ‘client from hell’ or an ‘agency that is too expensive and not creative enough’.

I once read a very critical post by a corporate marketer about an agency friend who managed their account. He had no idea they were unsatisfied, but the marketing industry was made fully aware that their client-agency relationship was in jeopardy.

To an extent, some social media gurus have aspired to be the next Perez Hilton or TMZ pap. It isn’t difficult to figure out a not-so-subtle reference or mean-spirited gossip about marketing professionals. We work in a small world, so never burn bridges.

The best relationships are built over time with trust, and open and honest communications. Venting online or in an elevator doesn’t help build business or effective client-agency relationships.

Sheila Corriveau

That point was most clearly illustrated by Rob Moore, SVP at OLG.  Rob spoke about his days as a senior marketer at HBC, where he said the retailer compared favourably to Wal-Mart in consumer preference surveys, brand favourability and the like — yet Wal-Mart was killing HBC in sales.  The lesson:  marketing metrics don’t always align with business metrics.  Therein lies a prominent disconnect between the CMO and CFO.

Yet both sets of numbers are important.  It may be a sweeping generalization, but I believe that CFO math is usually short-term in nature and more aligned with business and financial goals.  Conversely, marketing math is a longer journey and bridges to consumer or customer research.  Only with constant and co-operative dialogue between finance, marketing and its agencies, can the two be linked to get the full picture of short-term performance and horizon marketing investments.

Another panelist, Alex Browning, CFO at LCBO , said he and most C-suite executives view marketing as an investment.  But like any investment, they expect a return and the return should be articulated when marketing develops and presents its plans.  The Home Depot Canada , which was represented by both its CFO and a senior marketing manager on the panel, spoke about how they are co-operatively developing a monthly dashboard to track performance metrics that include both short-term and long-term analysis.  Sounds like a great start.

Jim Little, Chief Brand and Communications Officer at RBC, said that in today’s economic climate, spending wisely must be a priority.  However, he emphasized that with so many companies cutting their marketing and advertising, the recession is an opportunity to leverage your spend because there is less competitive noise.  It will pay off for those firms that view the recession as an opportunity versus a threat once the economy turns.

All of the points and insight raised by the panel (and audience) were highly topical because marketing spends are coming under increased scrutiny.  Agency leaders also have a point of view:  share! 

In a February 2009 survey  that we conducted with 620 agency leaders worldwide, Canadian agency leaders said that 36% of their clients are “weak at sharing their performance results, scorecards and metrics” with agencies, much higher than in the U.S. (26%) or Europe (23%).  Clearly, some work to do to align and inform all players in an integrated marketing solution.

Once again, another thought-provoking roundtable put on by the Toronto chapter of the American Marketing Association, moderated by Alan Kay, The Glasgow Group.  The next one is May 28:  B2B Marketing in a Recessionary Economy.

Stan Didzbalis

We recommend that your RFP and presentation discussions require agencies to highlight their proven track record with relevant case studies. This will enable you to enquire more about how they would use a best practice for your organization.

Spec work is often frowned upon. Our SCAN Survey of more than 600 worldwide agency leaders in February 2009, suggests that Canadian marketers rarely request spec work, especially when compared to the results in Europe and the US.

Just as you would respect the confidentiality with signed NDAs to protect your corporate reputation or a new product launch, be sensitive to agency confidentiality. Do not share agency rates or ideas with your friends in the industry. Confidentiality is a two way street.

Identifying the right selection team is critical. To have buy-in from key senior leaders and procurement, we recommend adding them to your selection team so you can come to an early consensus. Another quick tip, if you have a nay-sayor about agencies in the past, consider including them in the selection team so they have ownership in the final decision and purpose of the agency.

In the process, you must spend time articulating a solid brief, outlining what you need, why you need it, and how you’d like to work with an agency. Consider business goals, scope of the work, budget, industry, geography, culture, products and services, past experiences with agencies, deadlines, client’s involvement and any other unique needs.

Be consistent in your disclosure of information to ensure that you do not offer an unfair advantage to any of other agencies. Be sure to provide the same details about your budget, scope of work and company background on a consistent basis.

An RFC/RFP should include your brief and a series of questions for your selection committee to evaluate before shortlisting for agency visits. An agency visit gives you an opportunity to meet with your potential account team in their environment. While it is more time-consuming for you than having the agencies come to your office, it will be more revealing.

Do they work in an open concept so senior leaders can collaborate and better mentor junior staff? Or do they work in a closed door environment so they can concentrate on your challenges and manage your account confidentially? There are pros and cons to both.

From due diligence to briefings, selection committee meetings and agency visits — a search process requires commitment. Studies suggest that a thorough search often take 10 to 12 weeks to complete with close to 300 hours of dedicated time.

Your time is well invested to uncover that “gem” of an agency from plethora of choice; remember in Canada there are now almost 6,000 marketing agencies. You want to reduce agency churn by selecting the right agency to invest in for the long-term.

The end goal is to successfully find the right partner to elevate your business. It is a business relationships that you are seeking — not a commodity purchase.