Opinions And Ramblings By Adam Kmiec On All Things

Tag Archives: BBDO

Why The Agency Of The Future Looks Like My Fantasy Baseball Team

You know what I love about fantasy sports? I get to play the role of general manager and customize a team to my liking. I’m an Atlanta Braves baseball fan. And as much as I love my Braves, the reality is at the beginning of the year, I’m stuck with the team they’ve put together. But, when I’m playing fantasy baseball I get to choose the combination of players I want…the ones I think are best for my team philosophy…the ones who will help me be a champion at the end of the season.

Essentially, what I get to do is create a custom team. Custom is a beautiful thing. It’s the kind of thing that people are willing to pay more for. Whether it’s clothes, cars, jewelry, kitchens, houses, shoes, etc.; people pay more for custom.

But, think about the traditional client-agency model. It’s not custom at all. Client X choose agency Y. Agency Y now puts together a “custom” team to work on that client’s business. There’s only one problem. This custom team is being put together from a small pool of talent. It’s a small pool of talent because a good portion of the agency’s talent is already assigned to other clients. Most of the A level talent is stretched too thin or pre-allocated to a specific existing client. So when the agency wins a new piece of business they ultimately combine internal talent (limited pool) with external new talent (also a limited pool) to create a “custom” team.

Hmm…that doesn’t seem very custom does it? Enfatico, was an attempt to create a custom agency offering to support one client: Dell. It was created at the request of Dell, not at the request of WPP leadership. It failed. It failed miserably. It didn’t fail because of lack of effort. No, it failed because Martin Sorrell “drafted” the wrong people to put on his team. It failed because Enfatico, was owned by WPP and therefore had to leverage the WPP network for talent, operations, logistics, etc. Essentially, they shrunk the draft pool and after shrinking the draft pool they drafted horribly.

Despite Enfatico’s failure, I think they were on to something. I think they were on to what the future of agencies will look like. Dell was bold in asking for a custom agency to support their business. They saw that the traditional agency model was not going to drive them to success. But, they made a mistake in using an agency holding company as the general manager/contractor.

You’d think with Enfatico’s rapid demise, I’d be supporting the status quo. In fact, it’s the exact opposite. See, I think clients are going to learn from the mistakes Enfatico made, but leverage the strengths of the concept. Let me break it down:

  1. You’re a client. You want the best of the best working on your business. You’ve finally realized that the old way of shopping for an agency just isn’t working.
  2. You also realize that it’s time to stop nickel and dime-ing your agency partners…and if you’re willing to pay more than you have in the past, you also want something better than what you’ve gotten in the past.
  3. That means, you’re ready to pay for custom. So instead of hiring a consultant to lead an agency review, you hire a consultant that acts more like a general manager/contractor. Their role is to assemble the best collection of talent against a defined set of roles. In short, they are responsible for recommending the draft choices. Ultimately, the client gets the final say on who gets “drafted.”
  4. Now, because you’re willing to pay for top talent, the entire market is open. The draft pool is equal to the size of those people in the industry or simply interested. Everyone, is an option.
  5. So, you might score person X from Ogilvy to be your lead account person, person Y from Edelman to head up PR, people form W+K, Crispin, BBH, etc. for your creative team, and the list goes on and on. Literally, imagine a situation where you the entire universe is your talent pool, you can draft a team of high quality talent, sign them to contracts (ensures continuity), and then let them run wild on your business.

That’s the future of the client-agency relationship folks. There’s no doubt about it. Of course, future, is a loose term. It might not happen in 2010 or 2011, but make no mistake, it’s coming. Agencies that start snatching up talent, regardless of existing need, will be the ones who make it. Look how smart Edelman was to lure David Armano away from Dachis and then pair him with Steve Rubel. You could literally argue that Edelman has positioned itself as the de facto leader in interactive strategy, social business and consumer insights.

This isn’t a crazy concept.  For years this is how broadcast production has been done.  Agencies came up with the idea and then worked with the best producer, director, editing house, etc. to come up with the best execution.  In the last few years we’ve seen the same thing happen with interactive/digital production.  Perhaps my favorite example of this was when BBDO rode Big Spaceship to a Cannes Lion…and then of course didn’t credit them for any of the work.

If there’s one thing that’s always on every agency’s business plan every year, it’s the need to improve the talent. Unfortunately, not many agencies are willing to commit the time and dollars to do it…and to be honest, why should they, when clients historically have refused to pay more for that added talent.

I’ve got a feeling that’s all going to change. CMOs, VPs of Marketing, agency executives, and the like; stop reading AdAge and stop doing the same thing over and over, but expecting different results.  Instead, start learning how to play fantasy baseball and pick up a copy of Moneyball. The future of your business just might depend on it.

Transparency And Credit

You hear it everywhere: we’re operating in a world of transparency. Agencies have really glommed onto this concept and are spouting it to clients every chance they get. Recently it dawned on me how hypocritical we are as an industry. With one hand we preach the need to be honest and transparent. With the other we rarely give credit to the partners and people doing the actual work.

This is a practice that’s been going on since the beginning of time. But, recently, it’s gotten ridiculous. Last year things really came to a head, but when BBDO captured a Gold Lion for “their” HBO Voyeur campaign. The word “their” was in quotes, because in truth, it was Big Spaceship’s work that won for BBDO. In short, BBDO “partnered” with Big Spaceship to execute the work. Regardless of how small or large the partnership was, Big Spaceship was never given any credit for their contribution by BBDO or the judges.

Fast forward a year later and we’re seeing more of this type of behavior. Several agencies captured awards or took credit for “their” recently launched initiatives without actually crediting the partners who were involved. Doesn’t that seem a tiny bit backwards and out of sync with all this talk about “transparency.”

It’s time for our industry to walk the walk and talk the talk. If we’re going to preach transparency, then we need to actually be transparent. Does your agency have the stones and the integrity to do it?