Agency folks love to complain about the pace of our work, the numerous bosses (AKA “clients”), the often restricted budgets, creative latitude and so on. It is human nature to bemoan the challenges we face personally, but to serve the interests of our clients we also have to factor in the obstacles our clients must, in turn, surmount.
The worst thing an agency partner can do is bring no ideas. The second worse thing is to present an idea, concept or approach to a client that does not fit their strategy or creates a headache disproportionate to the potential upside and opportunity. It’s the headache that often gets discounted or ignored. You’re just bad at your job if you are off strategy — but the risk-reward balancing trick is tough to achieve for anyone without a crystal ball and even tougher without the consideration of internal decision factors that the client may not explicitly divulge. This is where perceptive agency partners take a walk in their clients’ shoes.
Agencies are regularly tasked with helping their clients locate the edge that is relevant, strategic and effective for clients without pushing them over that edge. It’s the proverbial fine line that is influenced by factors well beyond those commonly found in a plan or brief. Marketers confront pressures unique to their particular environment when making difficult and finessed decisions regarding budgets, partners and opportunities. This allows them to make the best decision for their business in that space and time. It may not be the optimal decision according to a sterile predictive model but none of us live in that sterile world.
How can we factor in the real world issues that can and should influence marketing decisions?
Some Things We Can Glean From Historical Response
Have similar recommendations met with resistance or delay in the past? What was the underlying reason for that resistance? Is it likely to change or is it endemic to the organization or industry?
Industry factors like regulatory constraints should be pretty straight forward and clearly considered but companies and individuals have different appetites for risk that also need to be considered. You can moderate the tendency to play it too safe over time by building trust, gaining proof points with successful recommendations and a thorough, objective examination and presentation of your plans.