New Year’s Resolutions for PR Agencies: 6 Steps to Evolve the Perfect Client-Agency Relationship

In a perfect world, public relations would involve a simple relationship between client and agency. The client would respect and trust the PR agency to maximize opportunities and not just reduce risk. And the agency would make sure the client stays involved in strategies and decisions. Sadly, this is not always how things go in the PR world.

What lessons and resolutions can agencies and their clients take into the New Year to make public relations a smoother and more effective collaboration? Here are 6 steps:

1. Root the client- agency relationship in trust:  Building a strong foundation from the get-go is key to a dream relationship.  The client signed your agency for a reason. Know what that reason is and make it the foundation of your relationship.

2. Figure out where your agency stands with the client: Is it more like a partnership or a division of roles? Will your agency be an extension of the client’s in-house team? Or is your agency playing more of a crisis management role?  Knowing the answers to these questions and relaying your expectations to the client leaves no room for doubt or unmet expectations.

3. Lay the groundwork for transparency, polite pushback and unvarnished feedback: PR is often about describing a client or their campaign in the best light possible.  Some call it spin. Whatever it’s called, the PR-client relationship must be robust enough to weather contentious moments when creative differences emerge. In the event of creative differences, it helps to remember that the client is challenging your ideas, not your agency.

4. How, Why, What, When, Where?:  We expect these questions from our clients, but why shouldn’t our clients expect the same questions from us? That means going beyond merely keeping clients in the loop. Explaining the process of why you are doing what you’re doing gives the client confidence in their choice. It’s important to remember that clients are not communications experts. That’s why they’ve recruited your PR firm to begin with. Therefore it’s critical that extra steps are taken to make sure clients feel like they are part of the PR process.

5. Ask questions:  It’s ok to go back to the client with questions if you are uncertain about any information provided. It doesn’t show weakness, but rather, it shows that you are thorough and committed to getting the job done right the first time.

6. Staying two steps ahead:  At any given point, you want to be two steps ahead of your client and their industry. More often than not clients need options and recommendations to determine what they don’t want. While that may be frustrating, keep in mind that they hired your agency. Listen to their needs and they’ll return the favor.

Ultimately, successful PR efforts come down to establishing a strong working relationship between the agency and client. Anyone in PR knows that some clients are harder to work with than others. What can distinguish your agency is how well you handle those challenges and still lead by example as PR professionals. The New Year is the perfect time to go the extra mile and break down these so-called barriers between agencies and clients.

What other recommendations would you add to this list to make the PR agency-client relationship stronger and more collaborative? Share your thoughts below.

Black Thursday: Forget the Turkey and Your Family and Go Buy More Stuff!!!

Will our ever-growing obsession with Buying More Stuff end up turning the entire 24-hour period now known as Thanksgiving Day into Black Thursday?

Probably. And how depressing. At least The Miami Herald’s brilliant political cartoonist, Jim Morin, managed to convey the craziness with a little humor.

Last year, major retailers including Walmart, Toys R’ US and Target threw their doors open on November 22^nd to throngs of holiday deal-hunters. Consumers by the millions shook off the post-turkey tryptophan lethargy and dashed away shortly after Thanksgiving dinner, afraid of missing bargains on the most in-demand gift items.

And that meant possibly hundreds of thousands of low-paid employees had to forsake their family celebration to be on retail sales floors, ready to smile and cheerfully risk a serious bodily injury to greet the oncoming stampede. Take a look at this disturbing video of a mob scene inside a Walmart store as crazed shoppers nearly climb over one another, screaming and having tugs-of-war over marked-down smartphones. 

Looks like a cattle round-up gone horribly awry, doesn’t it? Well, it also looks like this year a handful of sensible retailers are saying no to the insanity and keeping their stores closed until it’s actually Black Friday.

Apple CEO Tim Cook recently announced that, with the exception of three stores in New York City, Las Vegas and Hawaii, all Apple stores will be closed on Thanksgiving so employees can relax and spend the holiday with their families. Several other retailers, including Nordstrom, Costco, Marshall’s and Home Depot have also decided to buck the Black Thursday trend.

“Call me old-fashioned, but I feel that it’s an easy decision to make,” BJ’s Wholesale Club CEO Laura Sen told the Huffington Post, adding that workers deserve “a nice holiday with their families.”

Amen to that. How about just being thankful for what we already have?

Now, I can put on my marketing hat and acknowledge that yes, stores need to remain competitive and yes, the period between Black Friday and Christmas Eve is by far the most important of the year for retailers. In fact, for some, it represents between 20-40% of annual sales, according to the National Retail Federation.

Furthermore, putting in long, grueling work hours during the holiday shopping season has always been a fact of life for retail employees because that’s just the nature of the beast. And they know that.

But isn’t it enough that most big retailers already open at 12 a.m. on Black Friday? Giving employees those few extra hours to enjoy their Thanksgiving feast with loved ones doesn’t seem like too much to concede.

Last year Brendan O’Kane, CEO of OtherLevels (a ThinkInk client), mused in a guest post on Retail Merchandiser – after reading that Macy’s would be open around the clock the weekend before Christmas – about the possibility of a holiday shopping season where stores just don’t close at all.

I wouldn’t be at all surprised if this scenario actually becomes real within a few years.

And on that wildly cheerful note, I and the whole ThinkInk staff would like to wish our readers and clients a beautiful and peaceful Thanksgiving holiday close to their families and far from the madding crowd at the mall.

Is Customer Loyalty Earned, Bought or Both?

"Why was God able to create heaven and earth in seven days and seven nights? Because he didn't have installed customers and legacy technology to worry about." – Brad Smith, CEO, Intuit.

That’s what Smith told Fast Company earlier in the year when he was pondering this question: How do you actually move an existing group of customers from what they fell in love with to the next thing that could be great?

What he’s specifically talking about is near-field communications (NFC), a technology that uses a low-power radio signal to transmit information between two devices – such as a point-of-sale system and a consumer’s smartphone – and enables consumers to take actions such as making payments simply by tapping their phones against a terminal. I’ve written about NFC quite a lot, as well.

Mobile marketing pundits have been trumpeting NFC as the next big thing for several years, but as recently as September 2013 only 18% of American smartphone users owned an NFC-enabled device. And that’s primarily because tapping a phone isn’t all that different from swiping a card or handing over cash. 

In other words, consumers have been so well conditioned to using cards (prepaid, debit or credit) that it’s difficult to get them to embrace a new technology that requires them to change their habits – and there’s a similar dynamic in loyalty.

Loyalty program engagement has dropped 4.3% since 2010, but program memberships have continued to climb – there are 2.65 billion of them in the US alone! Clearly, consumers are used to joining loyalty programs, but when they find them unengaging, they stop using them, remaining members in name only. 

Not exactly a recipe for lasting brand loyalty, is it? Brands need to earn their customers’ goodwill and repeat business. That means communicating with them through their preferred channels and taking the necessary steps to know their wants and needs and so give them rewards that add actual value to their lives.

ThinkInk works with some loyalty companies that really get this.

For instance, Toronto-based Points, runs a virtual loyalty wallet where members can track, trade and redeem a variety of rewards currencies in one convenient location. Not only do consumers have more freedom to use their rewards how they want to, participating brands get to share some of their customer data for a clear picture of customer wants and needs that allows the brands to make relevant offers.

Another company, Kula Causes, built an online platform where brands can allow their loyal program members to convert unused points or miles into cash donations to the charitable organizations that mean most to them (there’s over 2.5 million to choose from!)

In this case, Kula’s partner brands, which include JetBlue and Kellogg’s, earn their loyalty members’ “brand love” – and longer-lasting business relationships – by acting as conduits for those customers’ charitable instincts.

We’re also lucky enough to work with Kobie Marketing, an award-winning loyalty marketing firm that has built many of the world’s most successful customer loyalty and CRM programs for brands including Verizon, AMC Theatres, TGI Fridays, BJs Restaurant & Brewhouse and Royal Bank of Canada. They were recently selected as a leader in customer loyalty services for the second time by Forrester Research, Inc. The findings were published as part of a comprehensive assessment of customer loyalty program service providers in the Forrester Wave™: Loyalty Program Service Providers, Q4 2013. The recognition showcases Kobie Marketing as a loyalty industry innovator while underscoring how companies such as Kobie help brands build programs that track, understand, reward and grow customer value and engagement. Go Kobie!!

Another client, the Fuel Rewards Network is a free rewards program that significantly cuts consumers fuel costs. Members of the FRN program are rewarded at the pump and through their regular purchases at local grocery stores, restaurants and online retailers with cents-per-gallon off savings that can then be redeemed at Shell gas stations around the country. In just over a year, the Fuel Rewards Network has saved Americans more than $240 million in fuel costs with members saving an average of .28¢ on every gallon. All of us at ThinkInk have enrolled in the program – and it’s open to everyone. Visit www.fuelrewards.com to learn more.

Last but not least is PointsHound. PointsHound, which launched in beta in October 2012, is a new type of online hotel booking site that caters to the coveted and valuable frequent traveler demographic by offering an unprecedented rate of airline, hotel and retail rewards for every hotel stay booked on the site, at more than 150,000 properties around the globe. Travelers can choose to earn points and miles with a growing roster of 12 loyalty rewards programs, including American Airlines AAdvantage, My Best Buy, Flying Blue and Virgin America Elevate when making their hotel reservations at PointsHound.com.

You could argue that customer loyalty is bought with discounts – and that’s true if we’re talking about a program that incentivizes exactly the same behaviors without being imaginative and thinking about the whole customer experience. And in an age of diminishing loyalty engagement, the overall experience is more important than ever to earn and keep a customer’s ‘brand love.’

So, while it’s actually some of both, I’m of the opinion that the best and most powerful loyalty is earned by brands that go the extra mile to better know their customers and give them the kind of true value that can drive those relationships for a lifetime.

If you belong to a loyalty program – and chances are you do – how does the brand earn your “love,” if at all? What experiences have enhanced or diminished your brand loyalty? Share your stories with us below.

A David versus Goliath Battle Comes to Adland, But will Goliath Win?

Every high schooler can recite Newton’s third law of motion: “For every action there is an equal and opposite reaction.”

But it’s a rule that applies far beyond physics classrooms. In the advertising world, an attempt at an equal and opposite reaction to this past summer’s mega-merger of Omnicom Group and Publicis Groupe, now Publicis-Omnicom and the world’s largest advertising agency, is already under way.

Like the Alliance of Small Island States or any “big guy versus little guy” organization, several small to mid-sized advertising agencies including Chi & Partners, its media operation M Six, customer relationship shop Rapier, PR agency Halpern and social shop The Social Practice have begun to push back by creating their own joint holding company called The & Partnership, according to AdAge.

Headed by Chi & Partners CEO Johnny Hornby with a North American arm run by Proximity CEO Andrew Bailey (formerly of Proximity Worldwide, an Omnicom company), the new conglomerate is a recognition that small and medium-sized advertising agencies risk losing clients and being squeezed out of the market as mega mergers like Publicis-Omnicom become more common. In reaction, small agencies are fighting fire with fire. 

But are mid-sized mergers really the right solution?

Media analyst and blogger Don Cole doesn’t think so and I agree to an extent. He fears that small to mid-sized agencies won’t have the staffing, creative talent and big data resources to be truly appealing to larger (and more profitable) clients. In the end, mid-sized mergers are like pooling the skills of several minor league baseball teams. More players don’t mean more capabilities. If anything, he cautions, cost cutting (read: layoffs) will be first on their agenda. In this scenario, the Goliath that Publicis-Omnicom has become (and the others that follow) wins out over the smaller Davids.

So if mini mergers aren’t the solution, what is? It’s not as black and white as Don Coles sees it. To return to my baseball analogy, not all minor league players stay minor league forever. Some do make it to the majors. And “making it to the majors” is what all advertising and PR agencies aspire to achieve. While one route to that success is, of course, growing large (and influential) enough to be bought by a conglomerate such as Publicis-Omnicom, another way is to continuously recruit new, young talent and also become expert in specific niche communication fields. That’s what we’re doing at ThinkInk.

It’s important to remember that smaller agencies aren’t devoid of assets. At smaller shops there is often less process, less bureaucracy and less confusion over who has the authority to do what. Small agencies are nimble and can better respond to client crises, when they inevitably occur.

As for The & Partnership, you can be bet adland will be watching its success or failure as closely as it’s watching Publicis-Omnicom. The David and Goliath ad agency battle is just heating up and it’s anyone’s guess which side will win.

Are Facebook’s Mobile Ads a Fad or will Successful Monetization Stick?

Whoever coined the phrase “it’s lonely at the top” forgot to mention that that loneliness is often short-lived.

That’s because, at best, aggressive competition means an eventual sharing of the summit (think iOS and Android). At worst, it means a complete dethroning. Remember when AOL was the most popular Web portal?

For now Facebook, still the world’s dominant social media network, can bask in all the mountaintop sunlight it wants.

Not only has active membership continued to grow – it stands 1.2 billion or one-seventh of the world’s population – but desktop and mobile ad revenue is starting to add up. Fully 60% of the publicly-traded company’s third-quarter revenue came from advertising and nearly half of that ad revenue came from mobile devices.

This is especially impressive considering how fast Facebook’s mobile advertising ramp up has been, starting as recently as early 2012. In other words, Facebook has successfully monetized advertising in less than half the time it has taken digital media to achieve even modest advertising revenue results.

But how much longer will Facebook’s mobile advertising miracle continue? The company has already been extremely transparent regarding its own expectations. For starters, Facebook will not continue increasing the percentage of ads in users’ news feeds. With this growth capped, there’s only so many clever ways to incentivize higher click-through rates.

Then there’s the nagging concern that teens are beginning to tune Facebook out, switching to sites like Twitter or embracing a host of direct messaging apps. Some of the pullback is due to Facebook’s own success. What teen really wants to be “friends” with their parents on social media or have them or other authority figures poking around on what was once the equivalent of their digital bedrooms – places considered off limits? According to financial firm Piper Jaffray, only 23% of 8,650 recently surveyed teens preferred Facebook.

While the siphoning of younger support isn’t a big deal for Facebook yet, it underscores just how fleeting social media platform popularity can be and how ad revenues, like a seasonal stream, can dry up as fast as it floods. A decade ago Myspace was the leading social media network. Today, despite a flurry of recent positive news, the site has a very long way to go in its climb back toward greatness – if it ever gets there. Its base of 36 million users is similar in size to the population of the Greater Tokyo Area. One city.

How long Facebook remains on top is anyone’s guess. While I applaud the company’s mobile advertising monetization efforts and hope they continue, could it be a little too late as the next social media fad goes on the attack, chasing that summit?

Sonic Boom: Why Flying Just Got Really Ugly – And (Potentially) Loud

Sound the alarm! The in-flight cabin experience is about to get much louder – or so it would seem.  After months of debate and a government shutdown delay, the day many of us frequent travelers dreaded has arrived: the use of personal electronic devices (smartphones, laptops and tablets) is now allowed throughout the flight’s duration, including landing and takeoff.

While actual phone conversations and texting remain off limits, a new gadget acceptance precedent – one that could soon turn planes into flying commuter trains complete with loud and obnoxious cellphone chatterers – is taking shape.

Urgh. I can hear it now…

“Omigod, did you hear about Robbie’s party last week?! It was sick! Jacquie got plastered, made out with that guy from accounting and puked on her own dress. Total disaster!”

You don’t say. Do I really need to listen to this rubbish at 35,000 feet? No.

Fortunately, I won’t have to…yet. But, as I said, a change is already in the air and I don’t like it. Even with the provisos and caveats the FAA has included in the lifted ban – enhanced gadget use depends on the airline, the weather and the aircraft – the last vestiges of a place where books, magazines and some quiet contemplation don’t look antiquated are rapidly receding.

It’s ironic that a digital “last stand” is being fought onboard passenger planes that feature advanced avionics, Wi-Fi, flash food-prep technology and seatbacks capable of displaying live TV, movies and virtual shopping malls. Sometimes I feel like it’s a battle that should have been lost years ago. 

Only it hasn’t. The question is why?

I think it comes down to what air travel means to most passengers; whether powered by propeller or turbine, air travel has long evoked a sense of welcome disconnection. The fair-or-foul vagaries of weather strongly influence whether you travel at all. Once you’re in the air, pilots control your destiny. And if there’s a midair disaster, odds are you won’t survive. There’s a kind of peace in that morbid realization. Your life is in others’ hands. Cocooned by the whirr of powerful engines, millions of passengers take flight attendants’ advice to heart, literally sitting back and enjoying their flight – uninterrupted.

Even without nonstop texting and phone calls, some of that welcome quietude is about to be disrupted. Now your fellow passengers will board in zombie mode: plugged in to their private little worlds. Except, unlike with books and whispered conversations, smartphone and tablet games will inspire grunts, random screams, shouts of joy and spirited sibling rivalry. Changes like this will also inspire an uptick in Wi-Fi as passengers move – linked, synced and wired – from terminal to plane without worrying about having to power down.

Of course, it’s possible the coming volume invasion will be mitigated by more aggressive airline loyalty programs that section off “quiet” cabin areas and honor requests for hours of low-volume gadget tinkering.

One way or another, these changes are coming and it’s time we all face the music – shouts, screams, and any other cacophony that makes flying a louder, less enjoyable experience.

I must admit I’m dreading it.

Creativity: To Be or Not to Be?

Many of us in the marketing and PR worlds have fallen prey to second guessing our individual creative capacity.  Are we all inherently creative in some shape or form? Or are our creative genes shut down at an early age when a 5th grade art teacher sneers at a drawing or ‘artistic project’ we thought (and Mum and Dad told us!!) was a great piece of creative work?

Think about how you define yourself as the creative type before dismissing that ideal, picking something else to define you – like an analytical type, an Alpha type or even a diplomatic type and then moving on to fulfill that prophecy.

Our continual societal reinforcement that creativity is a special ‘gift’ that only some people are born with while others aren’t is what David Burkus, author of The Myths of Creativity says perpetuates these various myths.

“The truth is, we’re all born with the ability to think creatively,” says Burkus.

As we grow older, depending on our upbringing and experiences, we either go on to develop this ability or let it take a backseat.

My view on the “creativity myth” is this: Creativity is like a muscle that needs to be appropriately nourished, stimulated and exercised. In other words, creative people push past psychological barriers to act on their seemingly absurd ideas when noncreative people don’t.

Burkus shares the example of how Kodak invented the digital camera but rejected it because the executives didn’t think people would be willing to give up the quality produced by film pictures. Sony then went on to develop a different prototype and became the pioneers of digital photography… and the rest is history.

In disciplines like marketing, advertising and public relations, it’s very common to be pigeonholed into one of two broad categories, creative or noncreative. While a demarcation between the two categories is slowly becoming less rigid, it still exists.

Here’s another example that hits closer to home. Bill Bernbach, regarded as the father of the Creative Revolution (and Modern Advertising), was instrumental in transforming the advertising world with his campaigns for Volkswagen and Avis Car Rentals. He’s also credited with being the first to combine copywriters and art directors into two-person teams—they commonly had been in separate departments—a model that exists in advertising agencies today. In fact, that approach is now being applied across different types of business models, i.e., bringing design, marketing and engineering teams together (see this example in action at Electrolux).

What does all this mean for the enterprise of today? Can the knowledge that anyone is ‘creative’ change the way creativity is perceived and therefore cultivated? And how can this perpetuate the way ideas are accepted, critiqued and developed within these companies?

I’m constantly challenging my team to find solutions to any problems and challenges that we’re facing – and to think creatively about problem-solving.

What are some of the ways in which you apply creativity, beyond the obvious, to your business? Or are you still struggling with the “creativity myth” and putting people – and even your own creative capabilities – into a stifling box?