Any contestant of the Great British Bake Off will know that, no matter how creative and wonderful your “showstopper bake” plans are on paper, you won’t win Star Baker if you don’t get the bake done in time.
The same goes for great creative; if it’s not well baked and perfectly executed, it won’t be a sweet success. In recent years, creative has taken the throne, but while I’m a firm believer in great storytelling, agencies can’t then afford to skimp on account management. Just as a creative in an agency works hard to find the best story, agencies need to strive for flawless account management.
It may not be sexy, but never has account management been more important from a client point of view. I know this from conversations with clients, feedback from new business prospects, but also from recent research. The 2014 AAR Thinks report suggests the biggest asset lacking in agencies is good, solid account teams.
The same research shows that poor client service and weak delivery of the basics can undermine a relationship fast. Within the first three months of winning business, 82% of clients regard establishing agreed briefings and approval processes as most important, but in their view, less than half (46%) of agencies are committing to this in practice. This has major knock-on effects, with many client-to-agency relationships failing in the first two years, before they even become profitable.
AAR Thinks also shows that clients think most (70%) agencies value new business wins more than existing relationships. I’d endorse this. Like children growing bored with shiny new toys, agencies work so hard to win new business but all too often don’t place the right emphasis on sustaining it. We should remember that organic growth takes less time and is more likely to convert than new business.
When I started my career as an enthusiastic grad, I would have told you account management was simply about being organised, having good attention to detail and keeping on top of your to-do list.
As I found this – and other elements of client and team management – enjoyable and relatively easy, I never thought it was something to shout about from the rooftops. However, I slowly began to realise this approach often contributed to my personal success or a client giving us a great new brief. Good account managers are often referred to as a safe pair of hands, but I fundamentally believe it’s what keeps a team running successfully and it can give you a competitive advantage. There’s nothing “safe” about that.
Yes, account management demands slick organisation, but it’s also about honest and open communication and having a deep understanding of what will work for your client’s business. Clients are under increasing pressure internally to deliver fast and successful returns, so it’s our role to find solutions and anticipate problems, not simply react and wait on the sidelines for guidance.
So the next time your client reacts with a niggle about a seemingly small miscommunication your end, don’t ignore it. Take a step back and consider if your account management is in check. It could be the difference between a fully and half-baked relationship.
Catherine Miller is senior associate director at Lexis
This advertisement feature is brought to you by the Marketing Agencies Association, sponsors of the Guardian Media & Tech Network’s Agencies hub
