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The final series of Mad Men kicks off on AMC in the US on Sunday.
The box set should be required watching for anyone that works in an agency. It’s packed with insight on creativity, talent, management, and life itself.
I’m looking forward to watching the final series of Mad Men, and here are some of my favourite lessons from the previous six series.
For the last two years, the PRCA, the UK’s professional body for the PR industry, has run a project looking at what the PR agency of the future might look like.
We’ve debated topics around revenue models, structures, specialisms and employee motivation and, while looking to the future is always a fascinating pursuit, this year we decided to look a bit closer to home and investigate and celebrate examples of innovation that are already happening within the industry.
Today, we’ve released a series of case studies looking at five UK PR agencies that have already taken steps to innovate. We hope they will prove to be a source of inspiration to agencies looking to futureproof themselves.
Here are five key themes that run throughout the case studies and, of course, the case studies themselves.
All agencies operate in a competitive landscape, where despite key strengths and differentiation points, everyone broadly does the same job.
We offer similar services to clients, we have common skillsets, etc - so what makes an agency successful?
We asked The Agency Collective to speak to 12 agency owners, founders and directors about what essential traits an agency must have in order to be successful and build long and mutually beneficial relationships with their clients.
Programmatic advertising is complicated. There's no doubt about that.
This complexity explains why there is quite a lot of terminology involved, but it can seem quite opaque to the newbie.
Luckily, Econsultancy has a wonderful and thorough discussion and explanation of programmatic - Programmatic Marketing: Beyond RTB.
As a taster, I thought I'd throw some important terms into a glossary. It's just the basics, but I hope it helps.
The average lifespan of a top 500 company is shorter than ever. Despite this damning evidence of the inertia of big organisations, we surely must assume it is possible to change company culture.
So, how is it done?
Last week we published our Top 100 Digital Agencies Report, detailing the who's who of those in the digital marketing industry.
While many of the names are similar, the emergence of new players and the shifting of rankings indicates that the market is still undergoing continuous change.
There is also some discussion about the changing nature of the agency model.
To explore some of these issues, we asked Sitecore’s marketing director Shawn Cabral for his opinion on the opportunities and challenges for agencies in the coming year. His answers are below...
2014's Top 100 Digital Agencies report has revealed some changes in the agency landscape.
I've been looking at changes to the agency model. In part one I looked at PepsiCo's Galaxy model, the trend for marketers and agencies influencing the wider business, and how clients are increasingly embedding agencies or in-housing skills.
In this final part, it's time to discuss the demand for speed and agility, data's influence and changing pricing models.
Michael Nutley’s report for 2013’s Top 100 Digital Agencies began with the assertion that “now, more than ever, the only generalisation that you can make about the way marketers and agencies are working together is that there are no generalisations to be made”.
I’d go further in 2014 (see the latest Top 100 agencies report) and say that in many areas of marketing, client methodology is as varied as it has ever been, media volume is higher than ever and technology is eliciting tension in traditional agency models.
At the same time, customer expectation is soaring and transparency, or at least value, is increasingly the elephant in the room.
The aim for agencies is, of course, to provide value, but the continued digital transformation of clients is also making it harder for the agency to provide the right support.
Maturing marketing channels are increasingly integrated, dictating a converged media strategy. This is often better served by in-house expertise or by the embedding of specialist agencies. Project work, too, is on the increase.
“Change is constant” is one favoured aphorism of the marketing analyst. For agencies, if anything, the rate of change is constant, too.
Are social media management companies worth it?
Although ‘horses for courses’ applies, I’m going to attempt to address this question with the help of a few brand case studies.
They’ve been going on for a while now. They can represent project, product, PR and pitch.
What are the benefits of an agency hack day?
So, you think your manager is an idiot? Looks like you're wrong, as senior level employees have better digital knowledge than their juniors.
That’s according to preliminary averaged results from the Econsultancy Digital Skills Index, designed to test digital knowledge across marketing.
It seems that senior level digital employees can put their money where their mouths are as they scored higher than mid-level respondents, who in turn scored higher than junior respondents.
The average scores for each level of seniority were 67% for juniors, 72% for mid-levels and 74% for senior respondents.
The assessment will remain live and continue to hoover up data, so take the test if you’d like to benchmark your skills against those of your peers.
In this post I’ll reveal a few findings from the assessments so far and discuss them in light of the skills of the modern marketer (incidentally, the title of a new Econsultancy report in our Digital Transformation series).
When you're buying, focus on opening up lines of communication, not on attemping to appear objective.
We’ve all been there, sat around a table talking to a series of vendors about how they’ll deliver our new site, or campaign, or brand.
By the end of the day, we’ll be confused, up to our eyeballs in jargon, unable to remember quite who said what.