2021 Resolution for Advertisers: Drop Estimated Billing Approach

30 Dec marketing accountability resolution

It is time for marketers’ treasury management teams to turn their attention and scrutiny to the ad industry practice of “estimated” billing. 

Why now?  The long-standing practice of “estimated billing” is a relic of a bygone era and one that EDI technology has rendered as obsolete. 

Toward what end? Simply put, to improve the management of marketing funds, a material expense, to mitigate financial risks and improve controls in and around the disbursement of cash to marketing vendors.

The fact of the matter is that most client organizations do not have a clear line of sight into the disposition of their funds at each stage of the advertising investment cycle. With estimated billing, once marketing budgets are approved, purchase orders issued, agency billing generated and those invoices paid, advertiser controls are insufficient to monitor their funds once the agency has been paid.  This is largely because advertiser funds are now under the control of “other” parties (i.e. ad agencies, media sellers, production resources, etc.) who take the responsibility for closing jobs and trueing up estimated costs to “actual” in a timely manner. 

Unfortunately, the process for reconciling media campaigns, production jobs and agency fees can extend weeks and months after the attendant activities and or timelines have lapsed. Sadly, there is little incentive for agencies to expedite this process and issue the requisite credit adjustments, discounts and rebates. This is largely because they are in possession of client funds and as long as job/ campaign costs have not exceeded client-issued P.O.’s clients aren’t clamoring for a final accounting of advertising activity.

Billing based upon “final” costs provides an incentive to agencies and third-party vendors alike to quickly and accurately reconcile activities and process invoices for payment. The other to advertiser accounts payable teams is the reduction of paperwork in the form of multiple adjusting invoices associated with the estimated billing approach.

In our advertising assurance consulting and audit practice we have observed first-hand the efficiency of actual (in-arrears) versus estimated (in advance) billing methodologies. One of the key commitments required of advertisers to make this work is to establish accounts payable guidelines for its agency partners that ensure the timely disbursement of the funds necessary to settle third-party vendor obligations in a timely manner. Fundamentally, advertising agencies are not banks and should never be asked to settle vendor obligations made on behalf of clients, with their own funds. Conversely, they should not be earning profit from floating client funds either.

That said, many clients and agencies have cash neutrality clauses in their agreements, which prohibit this type of activity. For those agreements that don’t address this issue, we believe that it is simply not appropriate for an agency to make money on the use of client funds. Period. Disallowing estimate billings and requiring the agency to bill only after expenses have been incurred and actual costs known, is a proven way to minimize non-transparent agency profits. After all, allowing the agency to unfairly benefit was never the intent of the estimated billing process to begin with.

For marketers, transitioning to an “actual billing” process in 2021 makes good sense from both a risk mitigation and control perspective. Further, it is more efficient, can reduce payment processing costs and can potentially improve days payable outstanding performance for the agencies and third-party vendors. In the words of the 20th century American poet, Richard Armour: “That money talks, I’ll not deny, I heard it once: It said, ‘Goodbye’.”

Client-Side CFOs Should Take Note… Your Ad Investment is Being Held Hostage

18 Dec

The news of this past week should be of concern to CFOs of companies that have invested in National TV over the course of the last two years.

On December 18th, MediaPost reported that “TV season-to-date” ratings declined between “20% to 30%,” which in turn created a “probable make-good inventory shortage and possible rare TV network cash-back payments to marketers.” Similarly, Digiday reported that “TV networks are overdue on their bills to advertisers” and that some advertisers “are still owed for ad buys placed one to two years ago.”

In short, TV viewing declines have resulted in guaranteed audience delivery shortfalls by the networks. Thus, the networks owe advertisers compensatory media weight or cash-back to make up for that underdelivery. Unfortunately, many of the networks don’t have inventory available to make good on their obligations to advertisers. Complicating matters is the fact that advertiser demand has driven up scatter market CPMs, which makes it less attractive for the networks to offer make-good weight, when they can sell their inventory at a premium, rather than honor upfront market commitments.

Okay. We understand. Audience delivery shortfalls are a fact of life. That said, we cannot think of a good reason why an advertiser would allow a network to take them out one to two years on their guarantees or why their media agency partners would not take a more aggressive stance with regard to securing ADUs (make-good weight) or cash-back.

A guarantee is a guarantee… period. If a media seller cannot deliver on its commitment within the contract parameters, then restitution should be tendered immediately.

So what’s the problem? The answer, and what should alarm CFOs, was the perspective shared by both publications that network and media agency personnel believe that advertisers weren’t “all that interested” in cash-back offers because they “have nowhere to put it.”

Too bad that advertiser CFOs weren’t interviewed by these publications for their point-of-view. From our experience, we have never met a CFO that would rather cede control of any portion of their organization’s ad investment to an agency or a media seller, rather than manage those funds themselves. Who would? If the networks can’t or won’t provide make-good inventory, most CFOs would prefer a check to cover the dollar value of the audience delivery guarantee shortfall. This scenario eliminates any uncertainty regarding the disposition of their funds and reduces the risks of leaving their organization’s pre-paid media funds in the hands of third-parties and perhaps losing track of them altogether.

Advertiser concerns should not be limited to the networks. Media agency National TV buyers have a responsibility to monitor audience delivery, while a campaign is running and to secure in-flight ADUs to cover rating shortfalls when possible. Daypart specific underdelivery is supposed to be tracked by quarter, with make-good weight secured and applied per the terms of the upfront guarantee, which they negotiated on the advertiser’s behalf. Given declining viewership trends, agencies should understand the importance of this aspect of their media stewardship responsibilities and take extra precautions to safeguard their clients’ National TV investments.

The irony… while waiting for their clients to be made whole on prior-year upfront guarantees, media agencies, more often than not, continue to invest additional advertiser funds with the same networks that owe those clients make-good weight and or cash-back refunds.

Our auditing experience repeatedly shows that few CFOs are aware of the important benefits that can be gained by meeting with their marketing team to undertake a formal review of their organization’s National TV media buying and performance monitoring controls including, but not limited to:

  • National TV Upfront Guarantee Letters/Terms
  • Media Authorization Form Language
  • National TV Media Buying Guidelines
  • Agency Weekly Audience Delivery Tracking Reports
  • Agency Quarterly Post-Buy Performance Reporting
  • Agency Quarterly ADU Tracking Reports

The situation described by MediaPost and Digiday poses financial risks for advertisers in general and specifically for those organizations that are not actively managing their National TV media investments.

One Thing Marketers Can Do to Mitigate Advertising Risk

26 Nov

Chances are, in 2020 your advertising budgets were slashed in response to your organization’s fiscal response to COVID-19.

Further, if you’re like most, those budgets aren’t likely to bounce back in the near-term. According to WARC Data’s latest study on global advertising trends, even if the ad market rises by the expected 6.7% in 2021, it will only “recoup 59% of 2020 losses.”

Downward pressure on ad budgets certainly is creating a need for organizations to optimize marketing resource allocation decisions. Yet, given the nature of the ad industry and its complex, layered, often non-transparent supply chain, advertisers may not have ready access to information needed to support these efforts.

As a corollary, in our contract compliance and assurance practice, we have found that those advertisers who do receive timely, detailed, and accurate financial reporting from advertising agency partners benefit greatly – however, most client/agency financial reporting relationships often do not meet this standard.

What is the “one thing” that marketers can do to improve the effectiveness of their advertising investment and to simultaneously mitigate risk? Implement a structured and consistent agency financial reporting (AFR) and monitoring program.

The AFR program’s core element is a finance (client) to finance (agency) relationship and a set of standardized templates to be completed quarterly by each agency partner. AFR submissions include both detailed and summary quarterly and year-to-date activities, and includes at a minimum:

  • Aged work-in-process summary
  • Billings by job and summary, including associated client purchase order, SOW or MSA
  • Out-of-pocket expense & travel by job and summary
  • Budget status by job (approved, spent, balance remaining, job close date)
  • Actual agency hours incurred vs. planned (tied to each staffing plan) for each retainer and out-of-scope fee jobs, including the reasoning for variances
  • Agency fee projection (trend vs. plan)
  • Unbilled media summary

Reporting templates and submission deadlines should be standardized across agencies, managed by client finance (non-Marketing) personnel, and shared cross-functionally within the client organization. AFR details can also serve as inputs to formal, broad-based “Quarterly Business Review” meetings that should routinely take place between client and agency.

The client finance team should take the lead in administering the AFR process, review agency submissions, and have a direct line of communication and relationship with agency finance personnel.

When assisting in implementing these programs, our experience has shown that once an AFR program is pushed out to an agency network and client stakeholders have been through the cycle for two or three quarters (receive agency reporting, review for completeness and reasonableness, perform variance analysis and engage agency finance personnel in Q&A) then ongoing maintenance of the program becomes more routine, engrained, and time commitments decline.

More importantly, advertising ARF monitoring and oversight will mitigate risk, will boost agency reporting accuracy, and will increase shared confidence between client and agency when it comes to financial management and future resource allocation decisions.

Agency Model Transformation Was Already Afoot

31 Oct

One sad reality of 2020 was the negative impact of COVID-19 on U.S. employment. Simply stated, the loss of jobs resulting from shelter in-place regulations negatively impacted business sectors ranging from travel and hospitality to retail and yes, advertising. 

According to a recent report from Forrester, 35,000 U.S. ad agency jobs were cut this year. The principal reason for this contraction, agency expense reduction moves tied to drops in revenue related to marketing spend reductions by advertisers. 

However, the loss of ad agency jobs, which accelerated in 2Q20 was actually part of a broader trend tied to the ad industries adoption of technology. This according to Jay Pattisal and J.P. Gownder of Forrester Research, authors of a blog post entitled; “The Smaller, Smarter Future of Agencies.”

According to the authors, the application of artificial intelligence (AI) and intelligent automation (IA) to agency workflows “will yield a long-term reduction in the size of agencies as measured by the number of human employees.” By their estimation, creative and media agencies will lose 11% of their jobs to automation by 2023. Their recommendation to agencies is to embrace this change and accelerate their transformations, becoming more “streamlined, intelligent providers” by harnessing the power of “intelligent creativity.” 

Many within the industry have prognosticated on how the ad industry model might evolve and the perspective advanced by Forrester certainly has merit. However, for an industry with over 57,000 ad agencies operating in the U.S. alone (source: Manta Media), there is no “size nine shoe” solution that can be applied to each individual agency’s quest to remain relevant. 

One thing is certain, many of the jobs lost in 2020 will not return, regardless of the course of the pandemic or the resumption of client marketing spend. Process innovation, automation and consolidation will have rendered many of those positions as obsolete.

Time for Advertisers to Reach Out to the Regulators

26 Oct

Like many business segments, the ad industry has never been one to welcome government involvement when it comes to policing itself, and perhaps rightly so. That said, now may be the time to embrace the regulators.

Why? Simply put, digital advertising fraud is out-of-control. In a recent article in Campaign U.S. author Alison Weissbrot shared the results of a recent study by ad verification company Cheq and Professor Roberto Cavazos of the University of Baltimore suggesting that U.S. advertisers will lose $35.0 billion to ad fraud in 2020. In a sector that represents $333.0 billion in annual spend this means that ten cents of every dollar spent by digital advertisers is siphoned off the top by fraudsters. For perspective, the author cites the fact that this level of fraud is greater than that impacting the $3.32 trillion credit card industry. And the problem is not limited to the U.S. alone. Consider the finding from Juniper Research’s 2019 report on advertising fraud, which indicated that globally lost $42.0 billion to digital ad fraud last year.

Renowned fraud investigator, Dr. Augustine Fou once commented that, “ad fraud is more lucrative than tax fraud, counterfeiting goods or being a Somali pirate.” Adding credence to the increasing role of organized crime and criminal nation states in digital ad fraud, The World Federation of Advertisers (WFA) recently stated that “fraudulent internet advertising schemes will become the second-largest market for criminal organizations.”

For all of its well-intended efforts, the advertising industry has been unable to effectively counter this growing threat. Thus, it may be time for The World Federation of Advertisers, the Association of National Advertisers, the 4A’s, the IAB and their members to reach out to lawmakers and regulators to join in a coordinated effort to uncover ad fraud at its root and to develop more effective means of enforcement to both deter and punish the criminal organizations perpetrating the fraud. The 18thcentury French social commentator, Montesquieu once said that; “there are means to prevent crime – its punishment.” Combining the expertise of the ad industry with the regulatory and enforcement capabilities of lawmakers makes good sense.

The problem of ad fraud is not abating. With the expanded use of technologies such as programmatic buying and artificial intelligence and the complex, often non-transparent nature of the advertising supply chain, the risk of fraud remains high, threatening not only digital ad spend but emerging media sectors such as mobile and connected television as well. 

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Marketers That Don’t Have Formal Assurance Programs Are At Risk

27 Sep iceberg risk

For most companies, marketing spend can be considered a material expense, often running at 5% or more of annual revenue. Yet, a majority of these organizations have not included marketing in their corporate governance and risk mitigation efforts, conducting limited or no supplier compliance, financial management and performance testing.

Given the complex nature of the marketing and advertising space, the less than ideal levels of transparency and the murkiness of advertiser supply chains, this creates a precarious situation.

It must be noted that this is an industry which is largely predicated on the concept of “estimated billing,” where advertisers are invoiced in advance for approved activity by their agency partners. These funds are then disbursed over time by the agency to third-party vendors or realized as agency revenue in accordance with remuneration agreement terms. An underlying tenet of this billing model is  that estimated costs are “trued up” to reflect actual costs incurred once a job is closed, supplier invoices tallied, and an agency’s time-of-staff investment is fully posted. However, reconciliation efforts do not always occur and approved but unused funds, for which advertisers have been billed, are not always returned in a timely manner or at all.

Many Client/ Agency contracts contain solid control language to protect the advertiser and to provide explicit financial management and reporting guidelines to their agency partners. That said, many agreements are outdated and do not contain the requisite terms and conditions necessary to adequately safeguard an advertiser’s marketing spend. Ironically, good contract or not, too few organizations review supplier compliance with agreement terms or conduct financial and performance reviews of their agency partners… even though most agreements provide advertisers with the right to audit the agency to review the financial documentation that supports the agency’s billings.

In our experience, advertising agencies expect their clients to conduct periodic compliance and performance testing. The fact that more companies are not following through on their audit rights is a mystery. Why should testing be performed? Because periodic compliance reviews drive accountability and improve transparency, addressing questions such as:

  • Did we get what we paid for?
  • Were we charged the appropriate rates for the work performed?
  • Were third-party expenses billed on a pass-through basis, net of any mark-up?
  • Did the agency reconcile fees to reflect its actual time-of-staff investment?
  • Were third-party vendors paid in a fair and timely manner?
  • Were agency and third-party vendor billings accurate?
  • Are future projects being estimated and approved using accurate historical information?

Beyond providing financial management assurance and recoveries, compliance testing identifies gaps in control, yields recommendations for improving contract language and reporting and can drive process enhancements that result in future savings.

In the end, sound Client/ Agency agreements backed by a formal risk mitigation program can protect a company’s marketing investment, converting risk control measures into business growth opportunities. This, while driving accountability and providing company stakeholders with a sense of trust and confidence that its marketing team, agency partners and third-party suppliers are properly stewarding the funds entrusted to them.

Will Consolidation Play a Role in Creating the “New” Agency Model?

27 Aug

Consolidation 2It was a simpler time when advertising agencies began to “unbundle” in the 1980’s, separating media planning and placement from creative. This, along with the shift from remuneration systems predicated on commissions to direct labor-based fees, formed the basis for today’s advertising agency model.

While there were certainly variations on the aforementioned theme, this approach served both advertisers and agencies well for the next thirty years. However, as the advertising business became increasingly more nuanced and fragmented, the industry saw a rise in the level of specialization resulting in an increased number of agencies with highly concentrated service offerings. In turn, agency holding companies went on an aggressive acquisition binge gobbling up traditional and specialized agency brands. While there were some efficiencies gained by the holding companies in consolidating back-office functions, the acquired shops were allowed to continue to operate under their individual identities. In so doing, there was little to no cultural acclimation across the holding companies’ agency brand portfolios.

One of the notable consequences of this movement was that marketers saw an expansion in the number of roster agencies, which swelled beyond their ability to effectively manage their now far-flung agency networks. According to Manta Media, in 2020 over 57,000 agencies were operating in the U.S. alone, creating a highly fragmented and competitive marketplace for marketing services providers.

Concurrently, a once stable and manageable business sector was now having to deal with increased levels of complexity stemming from an expansion in the number of media types and outlets, the rapid adoption of changing technologies, the emergence of “Big Data” and an ever-evolving set of consumer media consumption behaviors.

Fast forward to the present and it is easy to understand the position shared by many who feel that the “agency model” is no longer effective and needs to either be fine-tuned or perhaps completely overhauled. These pundits believe that talent constraints, eroding margins, expanding scopes of work, a shift from retained to project-based relationships and the emergence of management consulting firms as viable competitors in the marketing services space have led to the demise of the traditional agency model.

While there have been numerous questions raised, there has been little progress made on client-agency relationship improvements, compensation schema and or agency positioning, let alone ideation around creating a new marketing services delivery model.

There clearly is no “silver bullet” and while we don’t portend to have the answer to remedy all of the challenges facing the industry, we predict that the ultimate solution may involve some of the following actions:

  • Advertisers will streamline their marketing services agency networks with a goal toward eliminating redundant resources/competencies, clarifying agency roles and deliverables, establishing a “lead” agency and providing a framework for long-term, collaborative relationships.
  • In-housing will continue as advertisers seek to improve their controls, gain line-of-sight into the disposition of their spend at each stage of the marketing investment cycle, better assess their return-on-marketing-investment and to drive working dollars. This will involve managed service models where the client takes ownership of the technology and data and engages the agency to plan and execute select components of their communication programs.
  • Compensation programs will blend a balance of direct-labor and or project-based fee methodologies with gainshare and painshare components that link a portion of an agency’s remuneration to the advertiser’s in-market performance.
  • Agency holding companies will “right-size” their brand portfolios, combining and or shedding redundant service providers, consolidating agency brands and developing “centers of excellence” to gain scale efficiencies and improve client delivery within key functions (i.e. broadcast production, digital production, programmatic trading, trafficking, etc.).
  • Agency service delivery models will evolve to simplify advertiser access to the range of agency holding company resources through dedicated relationship management teams that can tap the entirety of a holding company’s offering.
  • Management consulting firms and advertising agency holding companies will co-exist, and in fact, will be called upon to collaborate in providing their clients with integrated end-to-end solutions focused on both building brand and driving in-market performance.

Experience suggests that the best way to solve complex professional services challenges is to focus on the common denominator and craft solutions that ease the burden of the client organization in accessing those services. Thus, consolidation will play a key role for all stakeholders (advertiser, agency, intermediary, publisher) as the advertising industry considers how to evolve its current business models.

The more you drive positive change, the more enhanced your business model.”

                                                                                                          ~ Anand Mahindra

 

Outdated Client-Agency Agreements Pose Risks to Advertisers

21 Aug

ExpiredWARNING: If the contract between your organization and its advertising agency(s) has an effective date prior to January 1, 2017, you may be at risk.

Not unlike fresh produce, dairy products, meat, medicine or even beer, contract language is perishable. 

Seems far-fetched you say. Consider that the ad industry is a dynamic, fast-paced business sector. One only need recall the breadth and rapidity of change brought on by technology advances and increasing levels of regulation in just the last four years:

  • April of 2016 – Europe enacts The General Data Protection Regulation (GDPR) governing how companies handle consumer data, forcing advertisers, agencies, publishers and intermediaries to implement business rules and guidelines to safeguard personal data and privacy.
  • June of 2016 – The Association of National Advertisers (ANA) publishes its North American Media Transparency study, leading to wholesale changes in contractual controls. As a result, nearly 2/3 of ANA members indicated that they would update their media agency agreements.
  • December of 2016 – The industry’s four largest agency holding companies involved in a Federal bid-rigging probe following allegations by post-production houses on the misleading use of rates they provided to agencies.
  • September of 2018 – The California Consumer Privacy Act (CCPA) goes into effect giving consumers more control over the personal information that businesses, including advertisers, agencies and publishers collect about them.
  • October of 2018 – The Federal Government informs the ANA and its members that the Federal Bureau of Investigation would be investigating potential misleading conduct and or deception between media holding companies and advertisers.
  • June of 2019 – Cybersecurity company, Cheq reports that advertisers will lose over $23 billion to ad fraud in 2019 alone.
  • July of 2020 – Year-to-date the European Union has issued over 300 fines to advertisers and publishers totaling more than $171 million for violating GDPR guidelines.

Each of these occurrences and numerous others has led to the need for advertisers to rethink their contractual controls in order to safeguard their organizations both legally and financially. In turn, this requires language enhancements and the addition of terms and conditions dealing with a range of topics such as privacy protection, data security, intellectual property ownership, transparency, audit rights and indemnification.

All too often, the contracts governing client/ agency relationships are slow to evolve, posing serious risks to advertisers. This in spite of trends such as the growth in the number of intermediaries, agency use of affiliates, expanding agency rosters, murky supply chains, brand safety concerns and the prevalence of ad fraud that pose risks to advertisers.

The thinking on items that were once considered “standard” within the industry, and therefore thought to be sufficiently covered in the context of agreement language can no longer be assumed. Advertiser expectations on topics such as; establishing principal-agent relationships, client-centric audit rights, requirement for full-disclosure in all dealings by the agency with affiliates and third-party vendors and limiting agency revenue to the remuneration described in the agreement and or appropriate SOWs must be reviewed and explicitly defined.

In our contract compliance practice, we have identified 3 key “triggers,” which if present, should incent advertisers to review and revise their agency agreements:

  1. The “effective date” of the current Client/ Agency agreement is more than 2 years old.
  2. If the parties utilized the Agency’s contract template as the basis for the agreement. These documents contain language that reflect the agency’s interest, not necessarily those of the advertiser.
  3. If an advertiser has “evergreen” agreements in place, but updates Statements of Work annually. Too often, while clients update the SOW, reviewing the contract for necessary updates is forgone.

The good news is that both the ANA and the ISBA have issued solid guidance in the form of framework agreements for use as a starting place to construct media and creative agency contracts. It’s important to note that while these broad-based agreements are an excellent resource, every relationship has nuances with new evolving risks that should be weaved into new advertising agreements.

Current, comprehensive supplier agreements leads to solid controls, improved transparency and stronger agency relationships. Integrate periodic contract compliance and financial management auditing and advertisers can rest easier knowing that they have successfully extended their governance and risk management framework to this important area.

“The essence of risk management lies in maximizing the areas where we have some control of the outcome, while minimizing the areas where we have absolutely no control of the outcome.” ~ Peter Bernstein

Creative Development Post-Pandemic

31 Jul

Creative IdeasFew would debate that creative development services are one of the most critical skill sets provided to advertisers by their agency partners. Thus, as agencies the world over adjust to their employees working remotely it is natural to wonder how this dynamic will reshape creativity?

“Creativity is thinking up new things. Innovation is doing new things.” ~ Theodore Levitt

How, for example, will working remotely impact the gathering and imparting of knowledge, insights and inspiration between advertiser and agency? Between creative directors and their teams? Between agencies and their production resources?

The answers to these questions, and others, require multi-disciplinary inputs that will necessarily impact creative workflows and timelines. Whether in the context of the creative briefing and approval processes, creative asset management or the trafficking of finished work, advertisers and agencies alike will need to rethink the procedures that guide this process from end-to-end.

Once creative processes have been reviewed, mapped and guidelines issued, stakeholders must shift their attention to “execution,” which is central to successful innovation (doing new things right).

The first item to be addressed is the creative brief. Relationships in which advertisers and their agency partners had implemented and honed a solid briefing process, pre-COVID, will find themselves ahead of the game. Evolving the tools and procedures related to both the joint and internal agency briefing process is infinitely easier than creating them from scratch.

During the creative ideation phase, a remote working environment presents a unique set of challenges, the least of which is the collaborative process between creative leadership, art director, copywriter, content producer, etc. To this end, in a London Business School article by Richard Hynter the author mused about what the pandemic can teach us about creativity. This included his belief that practitioners will need to focus their orientation and efforts on three components of creativity; expertise, thinking skills and motivation. How agency creative management adapts its approach to address these areas will greatly aid and abet its creative development process… and outputs.

For most of us, it is likely that over the course of the last several months, we’ve logged more time on web-conferences, Zoom meetings and conference calls than one would care to. Welcome to the “new normal.” Along the way, we have experienced the subtleties of presenting data, proposals and yes, creative using these tools. While not ideal, being able to hone one’s skills to embellish the presentation of creative concepts is essential to secure client buy-in to an agency’s creative recommendations. How these presentations are staged, who attends and how feedback is shared will be critical to the creative approval process and, in turn, the development timetable.

Wash, rinse and repeat…

With client sign-off secured, ad agency creative personnel must set about briefing third-party vendors (i.e. production houses, illustrators, animators, digital video editors, etc.) to solicit proposals, begin work and to coordinate the ad production process. Managing the production workflow across multiple organizations, with employees working remotely will require adept project management and creative asset management skills along with a robust technology platform(s) to facilitate. Having a centralized creative file management system, will greatly assist the creative development, review, approval, tagging, delivery and tracking phases of the process, whether work is completed at the office or remotely.

Based upon casual observations of the creative that has been produced and placed since the onset of the pandemic earlier this year, agencies and advertisers have done an excellent job adapting to the new environment. Continuing to refine the processes already employed and implementing new tools and guidelines to assist a remote workforce will only help drive creativity on a post-pandemic basis.

Keys for Optimizing Agency/ Client Relationships

29 Jul

Abstract concept, fingers are touching padlock symbol, With protThe Agency/ Client relationship has been under duress for a couple of decades. The “Procurement Phenomenon” at the dawn of the new millennium has morphed squarely into the Procurement Era for Marketing Services adding stress to these important relationships. This has been further compounded by the erosion of trust resulting from media rebate and transparency issues that have beset the industry, and even more so as a result of the current socio-economic turmoil.

Join J. Francisco Escobar, a leading industry “marriage counselor” and Procurement consultant for a webinar that will cover current trends, compensation practices, a Procurement primer, and negotiation tips that will guide agencies and advertisers in optimizing their relationships. Key takeaways include the followingView Webinar

  • Key trends impacting ALL Marketing Communications Services
  • Top 10 ways to Demonstrate Value to Procurement
  • Practical negotiating  tips and best practices
  • Actionable keys to optimizing Client relationship
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