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How to Become an Avant-Garde Advertising Agency
It was once a great agency operated by a dear friend of mine. He’d gathered $230 million in annual billings, 212 employees and monster profits. Within two years he watched his agency implode. Today, his success is but a memory. The entire agency is gone, his historical success failing to transition into the future.
My observation was that his experience became his most notable handicap. He eliminated vision and relied on historical practices. “Don’t fix it if it ain’t broke?” He never knew it was breaking. The engine still looked good from the driver’s seat.
I’ve been in this industry for 35 years. At the maturing age of 56, I’ve built a firm and successfully sold it for a tidy profit. But, judging by the death of my friend’s company and the shared struggles that drift in from other friends, it’s time for today’s operating agencies to take the hardest look in the mirror that they’ve ever taken.
Monster marketing trends are impacting our industry and it’s extremely important that we pay attention to them. And like most businesses I’ve worked with, the more successful an agency’s history, the more likely they are to ignore the need to rebundle themselves as their marketplace moves right out from underneath them.
Today’s marketing megatrends include the following:
a) An increasing devaluation of an agency’s creative and Web design roles as internal staff members assume some of those responsibilities;
b) An increasing demand from clients for agencies to participate in increasingly complex strategic growth plans;
c) A communication revolution of technology, message sending and message digestion that lends itself to a confusing array of what Web services and traditional marketing tactics might still work;
d) A global marketing expansion that brings new external and internal environments to client companies, each accompanied by new challenges in people, product, pricing, packaging, positioning and most notably, performance;
e) A substantial movement in the marketplace of buyers and prospects as shifting populations, economies and technologies continue to change who a client’s customers might be;
f) A growing demand for more accountability of agencies’ work; and
g) A huge move from mass marketing controlled by message sender to relationship-based marketing controlled by message recipient.
As such, agencies’ roles are rapidly changing. Traditional and creative values—while still a very high expectation—are no longer the only aspects included in today’s successful communication campaigns. Our clients are asking for MORE, not less. They’re asking for complex proposals that include a delicate mix of traditional media, emerging media and creative design elements.
Realizing these needs, we’ve decided to “rebundle” our own brand to not only set an example for our clients but also showcase our awareness of such trends. To lead the charge into change, HRB recently leaned up our core historical staff to reflect marketplace trends. We’ve hired a number of younger, hands-on innovators who can utilize Facebook, Twitter, SEO, Internet marketing, e-mail marketing, blogs, mobile marketing and all other “new” and “emerging” communications channels into an effective marketing campaign. We’ve also started a division called Growth, wherein new client relationships are born by establishing a measurable growth goal, conducting exhaustive research and contemplative analysis and concluding with a written strategic growth plan that entails all things “sales” and all things “marketing.”
The frosting on the cake is that HRB now offers its clients a pay-for-performance reimbursement relationship should they choose to participate in goal-based, long-term strategic planning. This is NOT just another service; it’s a complete rebundling of who HRB is and what it offers its clientele. It doesn’t get any bolder than that.
Feedback from the clients who have jumped at the opportunity to develop a comprehensive sales and marketing growth plan are heralding the new approach. “We were once just a middle-of-the-road player in our industry,” said one HRB client. “Writing and following a strategic growth plan has steadily moved us to a leadership position within our industry. The directness, the honesty and the outside perspective that HRB has bundled into a methodical plan has tremendous value.”
The most noted value, according to clients, is the powerful understanding of agency principals that allow their business to grow and profit. They have products to sell and they are now utilizing an impressive array of sales and marketing forces that can make them a powerful client ally. And remember, where value trades hands, so should money.
There’s no better reason to reflect on what your agency is offering and what difference those offerings are making to your bottom line.
Working Hard or Hardly Working: How Socializing on the Job Can Boost Sales
It is no secret that the creative industry is fast-paced and full of thrills, but let’s be honest: at times, it can also err on the side of exhausting. It’s challenging to stream creativity on demand, let alone hammer out original, brilliant concepts day after day.
Of course, it always helps to surround yourself with inspirational assortments like books, magazines and nifty mailers (I’ve caught onto the trend set by my fellow Creatives, marked by a sizable stack of these things on my desk). Sometimes, though, a fun diversion in the workplace is a necessary way to boost morale and productivity. Now that I’ve worked in creative internships throughout Iowa and Europe I’ve realized a noticeable difference between the pace of work in the states versus abroad. But despite the differences in culture and time zones, I noticed that all the companies I worked for shared an important fundamental quality: the ability to balance work and play.
In England and many places throughout Europe tasks are completed in a more relaxed, leisurely manner. There are breaks for tea or coffee several times throughout the day, lunch isn’t consumed while hunched over a keyboard and a noticeable amount of effort is put into socializing with clients and colleagues during business hours. Work is a top priority among Europeans but it’s certainly not regarded as a “be-all, end-all” indication of a person’s success in life.
On the contrary, office culture in America is more spontaneous, industrious and deadline-driven. Emails are answered promptly—usually within 15 minutes if not a couple of hours after landing in someone’s inbox. It’s common and encouraged for employees to work 40+ hours per week (especially in today’s economy) and most people don’t take more than a couple weeks of vacation time per year. The dull moments are numbered because you’re immersed in multiple projects. The days breeze by and you generally leave work feeling rather accomplished.
Still, I wonder: Are Americans driven by their own personal business goals? And how do they continuously manage to invest so much time and energy into their careers without growing exhausted?
I’m not sure I have an answer to that question, but I do know the HRB staff is one hardworking group of professionals. Every day they participate in countless meetings and relentlessly pick each others’ brains for fresh approaches to advertising, media and public relations concepts. They’re not always happy with a final design, timeline or budget but they always put their best foot forward and do it with a smile. Between those conference calls and long hours stationed in front of the computer screen witty banter is almost a necessity. On most days witty banter can be heard across the office, and on occasion, a speeding race car or life-size palm tree can be seen weaving in and out of cubicles—usually tailed by the honorary office dog, Alex (courtesy of Steve Erickson).
Aside from the superb experience that I’m getting as an intern, I look forward to coming into work largely because of my company’s good-natured people and fun creative environment. There’s no telling what diversion might zoom into my cubicle next, but when it does, it’s sure to be greeted with a hearty laugh and lifted mood.
Allison Maze
Creative Intern
Connect with me on LinkedIn: www.linkedin.com/in/allisonmaze
Regular, Diet or Ultraviolet Diet: Which Option Does Your Ad Agency Offer?
A coworker here at Henry Russell Bruce likes Mountain Dew. In fact, his desk is rarely complete without a green bottle sitting between the pens and pencils. Shortly after joining HRB, however, I noticed the bottles being replaced with Diet Mountain Dew. The stacks of empty bottles in the kitchen recycling were being replaced with nearly identical ones bearing the ‘Diet’ label.
The bottle for Diet Mountain Dew looks like the regular Mountain Dew bottle. It also smells like regular Mountain Dew, and for the few (me included) who lack the sufficient taste buds to tell the difference, the two versions probably taste the same. But the appeal of the diet version isn’t about the look or the taste; it’s about those extra 200 calories that aren’t included in the nutritional content. It’s about the end result.
HRB is teaching me about the value of the ‘end result’ in business via the proposals we pitch to clients.
How often do companies rely on that one ingenious idea, beautiful graphic or cool new Internet application to persuade a potential business client to sign on the dotted line? All too often, in my opinion. One’s presentation may look amazing at first glance, but while pitching to clients you want to build long term relationships them. Loyalty is earned, not bought. Your business attire, the look of your presentation and that one brilliant creative idea can’t (or shouldn’t) sell your services—your end product does.
In other words, creative campaigns are not effective unless the campaign is well-run and organized. Long term relationships are established and sustained if you can deliver the brilliant ideas and show your clients how you took their business to the next level. People don’t buy Diet Mountain Dew just because the label is flashy—they buy it because the label promises a reduced amount of caloric intake and because the company that markets it showed the target audience how it’s healthier than regular Mountain Dew. In the advertising industry, potential clients aren’t likely to believe an agency’s ideas if they don’t trust that the “unique ingredients” being offered will change their target audience’s behavior.
Connect with HRB:
I believe HRB is well-rounded. Every day I’m surrounded by ingenious ideas, beautiful graphics and new Internet tools. But I also see people merging their cleverly worded press releases and inventive search engine optimization algorithms into substantial marketing campaigns. Our ads are well-placed for maximum viewing efficiency, and our clients’ new Websites actually show up on search engines. There are strategies behind every decision because every decision is meant to effectively serve each of our clients’ needs.
I recently discovered the new Ultra Violet flavor of Mountain Dew. What’s more, it’s offered in Diet form. This proves my point that aesthetically appealing ideas (purple coloring) and marketable ingredients (diet cola) can co-exist. Metaphorically speaking, which version of Mountain Dew would your ad agency offer—regular, diet or flavored diet?
Henry Russell Bruce is a full-service advertising agency and Internet marketing firm that focuses on branding, developing and executing marketing roadmaps, and growing companies.
Kestrel Henry
Internet Operations Intern
Connect with me on LinkedIn: www.linkedin.com/in/kestrelhenry
The annual migration begins
Well, it’s that time of year again, when the Northern Right Whale migrates to their summer feeding grounds in the Bay of Fundy. For those not addicted to the Animal Planet channel, Spring also brings college graduation … when after four, or perhaps more, years of paying tuition, students start their forced migration from academia into the “real world.” Some of them are hoping they’ll become the next Lee Clow, Sandy DerHovsepian or Don Draper by landing their first agency job. Probably not as much as their parents though.
Here are a few tips I can offer those eager young souls looking to enter the ad biz:
A traditional 8 1/2 x 11” resume that touts your good grades and proudly mentions that you were captain of the Pom squad won’t get you an interview. Neither will a portfolio that shows you know the difference between serif and sans serif type, can use the “posterize” filter in PhotoShop or can write a headline for the Greek week dance poster. Those things got you out of college but won’t get you in to an agency.
Think of creative directors like that attractive classmate you most wanted to notice you and impress in Psychology 101. There were 200 students in that lecture hall every class. How can you stand out, look intelligent, clever, hard-working … someone they want to be around? In other words, how can you introduce your personal brand to them?
Remember what you’ve learned in college, then engage your brain. Think about something you’re most passionate about and understand well, like perhaps kayaking. Or maybe your favorite local coffee shop. Then create your own spec campaign … and show how it would work across multiple media platforms, from print, outdoor or the web. And write a brief rationale as to why you believe your campaign will work. You’ll have shown your prospective employers you know how you think. Remember, that’s what they pay people for.
Be personal. Find out who the Creative Director is and how to spell their name correctly. Letters addressed “To Whom It May Concern” quickly end up as paper airplanes or in the recycling bin. Write a personal note to the Creative Director (yes, ink on paper), introducing yourself in a friendly, professional tone. Be sure to give some hint that you’ve at least gone to that agency’s website to see their client list and work samples. Follow up in a couple of weeks with another letter, and ultimately a phone call.
When you get that interview, remember, as much as you may want the job, it really isn’t all about you. Ask questions … about the company, their clients, how they got in the business, and any tips they may have for you. The agency business is for curious and engaged people so why not start making them believe that’s you right away? First impressions are huge. Besides talent, agencies want people with genuine passion and enthusiasm for the biz. If they see you as someone unwilling to commit to more than 9-5, you’ll have a lot of unproductive interviews.
Be patient. As our economy slowly reawakens, it may take some time to find an agency willing or able to commit to a full time position. Maybe part time or hourly will work best for them at first. In the meantime, you’ll have an opportunity to prove yourself. Don’t overlook taking an entry level position. Unless your father is the chairman of IBM and would take his account to any agency that hires his offspring, you’ll probably be at the bottom of the totem pole when you start. No problem. The only way is up then, right?
Finally, when you get that job, you’ll get a job description. But don’t be afraid to stray from its “borders.” Learn everything you can about every department, every job function in the agency. You’ll build an understanding of the business that will only make you more valuable to your employer. And to the next one that discovers how talented, hardworking and enthusiastic you are.
The migration path of change and learning in this business is a never-ending but very rewarding one.
Henry Russell Bruce is a full-service advertising agency and Internet marketing firm that focuses on branding, developing and executing marketing roadmaps, and growing companies.
HRB’s Week in Review – April 2nd, 2010
Our live educational seminar on how to more effectively buy traditional and online media in the Quad Cities produced a new credit union client, thanks to HRB media director Denise Hesser. She will deliver the same seminar in Cedar Rapids on April 7.
As the week came to an end, we completed a rebrand for our large architecture/engineering firm and delivered all final files and a brand identity style guide.
A new Web site is nearing completion for our subsoil stabilization client in Iowa City and will be launched by April 13 in time for the company’s live seminar in Coralville, where the company will offer continuing education credits to attendees.
HRB completed trade show banners and a brochure for ICAD to use at a wind seminar in Chicago in April. The Corridor continues its efforts to woo wind energy-related manufacturers and the jobs that come with them.
Connect with HRB:
Our Web team kicked off a new Web site for Priority 1 to attract students looking for internships in the greater Cedar Rapids area.
Speaking of Web we delivered a proposal for a new training Web site in the Quad Cities, due to be awarded in the next 45 days.
Research is getting underway for a large lumber yard client in the Quad Cities as we help the company identify its strategic differentiators from others in its market to better promote its products and services.
Jim Thebeau
Partner/CEO
Follow me on Twitter @JimThebeau
Connect with me on LinkedIn: www.linkedin.com/in/jimthebeau
