The Client's Role in the Agency Relationship
By Shannon Sullivan

As with some romantic relationships, an agency-client relationship can be very one-sided — one party always the pursuer, the other the pursued; one the communicator, the other the listener. As any good Dr. Phil book will tell you, that is not the recipe for a successful relationship, particularly one whose cornerstone should be communication.

Many clients come to an agency looking for great creative or PR strategies, talented art directors or media relations representatives, and hopefully, reliable, attentive service. With those things found, and after an initial input meeting to learn about said client's company, an agency is left to do what it was hired to do. Many clients believe that is the end of their role other than to approve and direct the fruits of the agency's labor. In reality, this is only just beginning.

To ensure marketing communications endeavors, and therefore agency-client relationships, are truly successful, there are some key factors on which to focus from the very beginning of a relationship. They may seem obvious, but adhering to these can be difficult at times — for both the agency and the client. With busy travel schedules, demanding C-level bosses and never enough time, remembering the day of the week sometimes becomes a task.

Here are the most important few:

Timely and consistent exchange of information - Agencies need information to do their jobs properly. Quarterly or monthly input meetings about market progress, product roadmaps and sales victories are helpful to planning strategies and taking advantage of opportunities that present themselves. At the very basic level, make sure you review your e-mail and voicemail messages frequently and respond promptly. Sometimes opportunities are only available for a few hours.

Client preparation for agency-obtained opportunities - Clients need to prepare for the opportunities that are presented. This is particularly important in public relations where understanding a reporter's style, knowing a little about the publication and using key messages make the difference between an interview and an interview that results in coverage.

Openness to recommendations and out-of-the-ordinary strategic and tactical approaches to opportunities - Agencies do things in different ways. Some have more non-traditional approaches than others. Clients need to be open to different ideas and recommendations that have proven effective. Don't be scared if it isn't the same approach or idea you've been offered before. This falls into the "don't knock it until you try it" category.

Understanding what factors can and cannot be controlled by an agency or a client - While many agencies are miracle workers and prove that point often by getting "un-gettable" coverage or interviews or by meeting an impossible deadline, clients need to be realistic about the factors an agency can control and therefore, the expectations they should have for results. Conversely, agencies should be realistic about factors that clients can control — how fast a contact can get his or her CEO to give final approval, for example. A little understanding can go a long way in creating a smooth working relationship.

Straightforward and candid communications - A good agency should be just as confident in telling you the good things as it is the bad. This rule applies to clients as well. Clients and agencies should be able to speak candidly on the things that are working and not working in a relationship. Openness only leads to trust and ultimately, a better work product.

And most importantly...

Partnership based on mutual trust - It is all about partnership. The most dreaded word an agency can hear come from a client's mouth is "vendor." Agencies want to be partners with their clients not just vendors. They want a seat at the table where their opinions matter and are taken seriously. After all, clients are paying for expertise. Why pay for it if you aren't willing to hear it? Partnerships are built on trust, which understandably, is earned over time, and trust should work in both directions. A client should value a relationship with its agency in the same manner an agency values the relationship with its client.

Luckily for clients, the work an agency should do in a relationship outweighs the time and investment put forth by a client. While a client should uphold the factors mentioned above, an agency should do so as well. It is an agency's job to make sure you have the information you need and you are prepared for opportunities. It's the agency's job to make recommendations and think outside-the-box. It's the agency's job to control everything it can control and to practice honest, candid communications to get you the results you want, need and deserve. And again, ultimately, it is a true partnership, based on mutual trust that allows results and long-term relationships to flourish. All an agency needs is a little help from you.

E-mail the author: Shannon Sullivan

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