Do you (really) listen to your agency when they present, provide strategic counsel or make other recommendations on your business?
All the time? Some of the time? It depends? No? Or, you gotta be kidding…? The more we talk to clients, the more we realize the position we hold and the services we offer are like those of a “corporate psychiatrist” – we spend a lot of time listening before we can really help diagnose a marketer’s real issues – and even then the job is to help the client see the issue for themselves.
So, when it comes to the question of do you listen to your agency – marketers often confide that they don’t – at least not all the time.
Surprising? Or is that ringing a little too true for comfort?
Well, if it’s ringing true for you, take comfort that you’re not alone. A surprising number of marketers have confided in me that they don’t listen to their agencies all the time. And it’s not just senior level marketers who are tuning out – it’s manager level marketers who are also multi-tasking their way through agency presentations.
There may be any number of reasons for not wanting to listen, but in my experience these can be distilled into the following categories:
Trust
Trust – or lack thereof, is the number one reason for not listening to agencies. And this is worrying. If you’ve retained an agency to help drive your business, you should be trusting you’ve made the right decision and listen to what your agency has to say. Unfortunately we hear time and again that marketers don’t “trust” their agencies so they’re frequently tuned out. And there can be any number of reasons for this. Read on…
Lack of experience
One of the reasons that causes clients not to listen may be a lack of perceived experience by resources assigned to the business. But the other issue around experience is one that’s directly related to business acumen: Does the person I’m talking to have seasoned business experience to be really counsel us on how to help build our business?
You know your business better
Similar to lack of experience, marketers quickly tune out an agency’s point of view if they believe there’s a real gulf between their own knowledge and an agency’s understanding. And true enough – most agency resources will never understand your business as well as you do. But are marketers overlooking objectivity and outside perspectives when they take that view?
Creativity
One issue that appears to have marketers really tuning out is when the creative agenda overtakes the business issue that’s being addressed. Nobody questions the power of creative when it comes to communicating a message, but when the conversation moves to minutia marketers tune out with frustration.
Business objectives get lost
At the end of the day, it’s business. And marketers want agency activities to be aligned to specific business objectives. When activity or conversations move away (or appear to move away) from the business – the less attentive marketers become.
Budget
This is perhaps less about not listening at all and more about a shorter listening span. Whenever costs go up and budgets get jeopardized, the listening window gets shorter because marketers want to get to a solution – not rationalize budget overruns.
Lack of proof points / ROI
In today’s ROI driven world it’s not surprising that marketers are looking for proof points to support agency rationale. If those proof points are weak or ROI calculations aren’t abundantly clear, marketers are going to be less inclined to listen (and / or trust) what the agency has to say.
Other priorities
And sometimes it’s just a question of priorities. With marketers under so much pressure and so few resources, even good ideas can fall by the way-side and not get a full hearing because other issues are – well – just more important.
Any of those sound familiar? The trick – perhaps for both marketers and their agencies – rests in timing and defining a framework for the types of conversations required.
And it needn’t be complicated. Marketers and agencies should consider setting just a few simple parameters to manage conversations and increase marketer engagement for a healthier, more productive relationship. Consider some or all of these approaches:
Pick a time for issues
If you or your agency has an issue that needs to be discussed – take time out to talk about it. Sounds overly simplistic perhaps, but dedicating time to discuss whatever it is will almost certainly make for a better outcome than if you try and talk about it on the fly.
Create a process for new ideas
If you want new ideas – you need to be receptive to hearing them while not being distracted by something else. A weekly, monthly, quarterly – whatever it is – session dedicated to just new ideas will almost certainly yield positive results.
Set a standard for ROI
If you’ve not developed or shared preferred metrics for measuring ROI, setting a standard by which you want work measured will almost certainly improve the relationship between you and your agency. The agency will know and be able to work towards what you expect. And you’ll be more attuned and attentive to what’s being said because it’ll have meaningful metrics attached.
Know when to rebook
If you’re swamped, distracted, overwhelmed, too busy, sick – or perhaps just grumpy – rebook the call, lunch or meeting – to a time when you’re not any of the above. Everyone will get more out of it. (No kidding).
So if you’ve found yourself not listening – some of the time – or perhaps even all the time – take time to think about why and put a framework in place to make your agency conversations more valuable.
Well, it seems I’ve either been hiding under a very large rock or I’m just oblivious to some questionable agency search management practices taking place south of the 59th parallel.
And before my many US friends and colleagues rummage for my number to attack my quivering goose quill – I’m sure this doesn’t apply to all US consultants.
I know it doesn’t.
But from what I heard at an agency conference in Chicago a couple of weeks ago, it is happening with some. And it’s giving all of us a bad rap.
So to any marketer contemplating a search, here are some consulting sins to be wary of – and avoid – to ensure you protect your own corporate reputation. Seven from what I’m hearing. And trust me, no marketer should be endorsing any of them in a search process – whatever side of the border you’re on. Ready? Here we go…
Sin #1: The Database Delusion – “Pay to Play, or Fade Away!”
Search consultants who charges agencies just to exist in their database. Like paying a cover charge to get into a trendy nightclub, where the bouncer might not even let you in,. A truly virtuous consultant knows their value isn’t in a digital rolodex, but in their connections, relationships and insights.
The Heavenly Virtue: There should be no charge to agencies to input their data into a consultant database. Because finding the right fit shouldn’t come with an entry fee. And trust me, not one agency in our expansive database has ever paid a fee.
Sin #2: The Participation Price Tag – “Want to Dance? Show Me the Money!”
Apparently, not only do some agencies have to pay to be seen, they also have to cough up some cash just to be considered! If a consultant is charging agencies to participate in a search – instead of their client – they’re not looking for the best, they’re looking for the best-funded.
The Heavenly Virtue: Agencies should never have to pay a fee to participate. Talent and suitability should be the only currency. And no agency will ever pay a fee on a search run by us.
Sin #3: The List Lunacy – “The More the Merrier…(not!)”
Are we building relationships or just collecting Pokémon? Any consultant who prides themselves on the sheer length of their agency list, rather than potential fit, is missing the point. It’s about understanding cultures, capabilities, and personalities, before sharing with their clients and then helping define a well-considered list of real options.
The Heavenly Virtue: It’s about relationships and knowledge, not lists. Quality beats out post code quantity. Yes, in Canada, we have a considerably less agencies than our counterparts south of the border, so perhaps that makes all the difference? But in Canada – agency knowledge matters.
Sin #4: The Competitive Contagion – “Psst…Wanna Hear What the Other Guys Are Quoting?”
I about fell through the floor when I heard this. Truly. In some cases, a database participation fee also gives agencies access to competitive pricing and submissions. Let’s call this like it is: Any consultant who plays fast and loose with confidential pricing, groundbreaking ideas, or unique approaches from one agency to another is not a consultant; they’re a gossip columnist with a business card.
The Heavenly Virtue: Never reveal competitive pricing, ideas, or approaches. What happens in the pitch, stays in the pitch. Here in Canada, we’ve held client and agency confidences for fifteen years. And we’ve no intention of changing that. Ever.
Sin #5: The Process Predicament “Trust the Process – Even When It Makes No Sense”
Creating a laborious process with an absurd number of unnecessary hurdles doesn’t help choose a great agency – it creates a ridiculous amount of work and confusion. It’s a process that can lead to a less effective and potentially frustrating experience for both clients and agencies.
The Heavenly Virtue: Customize the process based on what the client really needs. Keep asks focused and concise. In Canada, we’re sometimes called a ‘corporate psychiatrist’ – because we take the time to figure out what’s really going on before allowing clients to pull the trigger on a search.
Sin #6: The Tyranny of the Thumbs-Up – “Let me help you decide…”
Okay, let’s be clear. A search consultant’s role is to guide, to curate and to facilitate. It is specifically not to be the ultimate decider. The final decision belongs to the client. A consultant who tries to cast the deciding vote or sway a client one way or the other, is overstepping their role in the process.
The Heavenly Virtue: Consultants never vote. Help marketers ask the right questions? Absolutely. Choose for the client? Hard no. Never voted. Never will.
Sin #7: Assuming US Consultants Are Better
For Canadian marketers navigating the agency search landscape, talent and ethical practice exists right here at home. Choosing a Canadian search consultant means partnering with a professional familiar with our unique market, cultural nuances, and the specific needs of Canadian businesses.
The Heavenly Virtue: Buy Canadian. We’re just so darn reasonable.
So there you have it: Seven deadly sins that can derail even the most promising agency search.
A Call To Marketers
But just identifying these pitfalls isn’t enough. It’s time for a fundamental shift—a collective commitment to virtue, transparency, and genuine partnership. As marketers, you wield the power to demand better, to insist on a process built on trust and mutual respect. Don’t settle for less; your brand, and your sanity, deserve nothing less than an agency search rooted in integrity.
Let’s face it, whether you’re wrangling marketing campaigns or herding creative cats at an agency, the siren song of an agency review probably ranks somewhere between ‘filing your taxes’ and ‘attending a mandatory trust fall exercise’ on your list of thrilling activities.
So, let’s ask the question: Could the drama… gasp… be emanating from your side of the digital divide?
Indeed, while agency reviews often gallop onto the scene because the relationship has been left to its own devices – un-reviewed, un-discussed, un-maintained, and generally feeling a bit neglected – they also pop up because both parties have skipped a few fundamental self-reflection sessions. You know, those moments where you bravely ask yourself, ‘Are we actually nailing this?’ and then, with bated breath, solicit some honest-to-goodness feedback.
Therefore, the million-dollar question, the one that could save you from the review rodeo, is this: How do you artfully convince yourself, and more importantly, your entire organizational ecosystem, to take a long, hard, and perhaps slightly humorous look in the mirror and honestly assess if you’re truly bringing your A-game?
Here are a few ideas…
Start by listening
First thing to do is listen. Yes, listen.
Start by listening to what your team has to say about what’s working and what’s not, and how they think the agency / client relationship is or isn’t working. For best results ask individuals -not groups – because if there are personality clashes, you’re more likely to uncover problems individually rather than in larger groups. In all cases, ask for their suggestions on what should be done to improve. Above all, listen and don’t challenge.
Take a proper temperature check
Second thing is to do your own temperature check by talking to your client / agency directly and asking for their honest view of how the relationship is / isn’t working. Ask for specific examples wherever possible and solicit suggestions for how your team might improve.
But what if your team has said it’s ‘them‘ and not ‘us‘?
If your team is pointing to the client / agency as the problem, ask for the client / agency perspective on your team’s feedback. While some might suggest that’s a risky move, I’d suggest there’s no better opportunity to open the door to a constructive conversation by saying ‘hey, I’m hearing from my team that x may be an issue in our relationship… do you have any thoughts on that…?‘ The goal here is not to solve the problem on the spot, but open a dialogue that will lead to a collaborative solution.
Do a proper relationship evaluation
For a more formal look in the mirror, regular third-party evaluations can save both sides time, effort and a lot of angst. Most important, a good third-party evaluation will help answer that gnawing question – is it them or is it us? Or perhaps both. An evaluation conducted once or twice a year will help proactively address issues before they become relationship killers, and keep the dialogue focused on creating a valuable relationship for both sides.
Dust off your contract
Sometimes it may not be them or you. It may be your contract. If your agency contract hasn’t been looked in the last two years, re-articulating needs, requirements, expectations, remuneration structure – even staffing requirements – can help improve the health of your relationship.
In some cases issues come up for discussion during the contract review that the other party wasn’t aware of. Dealing with them in contract form can give both parties the opportunity to articulate and negotiate potential solutions – way more expedient than triggering an agency review.
Take a look at the money
The number one issue we hear that’s creating an issue is money. If costs are creating pressure in your own client / agency relationship, a cost benchmarking exercise can help diffuse tensions by bringing clarity to your agency cost structures. A good benchmarking exercise proactively takes the mystery out of costs and enables both marketer and agency to have a meaningful dialogue around cost expectations – without fracturing the rest of the relationship.
The key to preventing an agency review – whether you’re a marketer or an agency – is always to ensure dialogue around issues (even potential issues), is grounded in factual data rather than emotional supposition.
What tools do you use to manage your agency / client relationships? Or do you need help to find out if you’re the problem instead of them?
If you’ve ever bought a house, chances are that before you made the commitment to purchase, you envisioned actually living there. In doing so, you could see the potential the house had to meet your lifestyle for the next five or ten years – perhaps longer.
It’s unlikely you interviewed previous owners on their experience with the house, because their requirements and lifestyle were likely irrelevant to your purchasing decision.
You likely narrowed your criteria by making sure the house was the right size and in the right location and had various attributes that differentiated it from others. But once those criteria were met, you envisioned the potential the house had for your own needs.
So when searching for a new agency, it’s strange that most marketers (and corresponding search processes) tend to focus on agencies’ past performance, rather than their future vision.
In other words, are previous strategies or creative ideas for other businesses (likely unrelated to yours), really the best measure of an agency’s future performance on your business?
You’ve likely selected the agencies you’re looking at based on their size, capabilities location and lack of conflicting business. But instead of looking deep into the past to see if the agency is right for you, why not look into their future as a better measure of their ability grow your business in the future?
Here are ten future focused questions worth considering:
What’s the agency’s future vision for your business?
Even if the agency doesn’t have all the pieces to be able to answer this in entirety, it’ll help understand both how the agency thinks and get a sense of how they view your business in the future and how they can meet those needs.
What’s the agency’s view of their business?
The view of their business is an equally important measure of the future. By understanding where they see the advertising, digital and / or media businesses are heading, you can start to build up an understanding of they’ll be thinking about adding real value to your business
Who and how are they hiring?
Understanding what positions the agency is planning to hire for also provides a good window into which areas the agency is planning to grow. Digging deeper and looking at what qualities they really value, will also help define the kind of agency it will be – versus the kind of agency it’s been in the past.
How does the agency experiment?
Responsible experimentation is an important ingredient in any company’s ability to grow. Hands-on learning, experimenting with solutions, approaches or technologies, are good measures of their ability to evolve as the business continues to evolve.
What’s the staffing model?
Flexible staffing models are a leading indicator of a baked-in readiness for inevitable change. Flexible staffing models also signal an ability to adapt to market conditions and your requirements as they evolve.
What’s the agency working on?
Instead of asking what the agency has worked on in the past – try asking what they’re working on now. This isn’t about asking for trade secrets – it’s about asking other client’s real-time enthusiasm or confidence in the agency’s ability to solve problems for tomorrow and how the agency is planning to evolve for the future.
How will they solve your problems?
Again, this isn’t looking at past problems for other clients, it’s about you and your business. Defining how they propose to solve your problems will give you an idea of how they’ll go about tackling and solving future issues.
Who are the real agency thought leaders?
Aside from case studies and news releases, an agency’s social footprint is a good measure of where the real thought leadership is coming from. Look at blog or Twitter feeds and ask where current thought leadership is coming from and how that fits with the future of the agency and your business.
Who’s at the table?
Who’s doing the talking or, if it’s a written credentials assessment, what’s the focus? Is the big picture traditional media or is it an evolving multi-channel, multi-screen experience? These answers will give you a view of what the agency views as most important and how they propose to focus on your business.
What’s the vibe?
Perhaps the most important evaluation metric is your take on the agency’s chemistry or vibe. How are groups set up and positioned for idea exchange and collaboration? These are the teams a that’ll work on your business if you choose them.
So, what’s a better approach in searching for a new agency? Looking in the rear view mirror at what an agency has done in the past? Or taking a peek into the future to unlock future problems and deliver future results?
The news that Hudson’s Bay, a retail institution with roots stretching back over 350 years, is facing closure is undeniably sad. For many Canadians, including myself, the Bay has been a fixture of our shopping experiences for decades.
I fondly recall the quirky “Great names at the Bay” commercials featuring CEO Bob Peter – one with Cher – a truly unique moment in Canadian advertising back in the ’90s.
And who could forget the excitement of the “Scratch ‘n Save” weekends, where discounts were a game of roulette at checkout?
Most of my kitchen once came from the Bay – fridge, dishwasher, kettle, toaster and all sorts. I can still remember the friendly salesman – Murray – who helped me snag the best deal and sometimes encouraged me (ever so quietly) to wait a week so for a better price.
The potential closure has far-reaching consequences with nearly 10,000 jobs at stake and the Bay’s up-market cousins, Saks Fifth Avenue and Saks Off 5th also in the liquidation boat.
And for long-time Hudson’s Bay shoppers whose reward program is now paused? Well, that’s just the cherry on top of this retail sundae of sadness.
So what went wrong?
Looking back, it’s perhaps easy to pinpoint some of the challenges the Bay faced.
Covid had a devastating impact and retail traffic – particularly in malls – has been struggling ever since.
In my view, the Bay’s online presence was lagging behind the times: Browsing was less window shopping and more what I can only describe as ‘labyrinth navigation’. Search filters were either limited or required a PhD in Advanced Boolean Logic of Retail Frustration. And if you actually did manage to buy something, fulfillment moved at the speed of a sloth.
Moving in-store – or at least outside – I vividly remember the Bay’s doors at Yonge and Bloor in Toronto were always a challenge: Half a dozen glass doors – some would open, some wouldn’t. And the odd one that did was extraordinarily heavy to move.
The pins that littered fitting room floors. The confusing mishmash of music that created a chaotic shopping atmosphere. Or perhaps it was the escalators staging a permanent sit-down protest – turning a simple shopping trip into an unexpected workout? And let’s not forget those rebel store hours that played hide-and-seek with mall hours.
Is this farewell…?
I took a nostalgic walk through the Bay’s Queen Street location last week which was equally challenging: More locked doors, coupled with extensive street construction that make this last remaining bastion of retail familiarity a fragile choice for survival. Familiar out of service escalators, empty shelves and very few staff only reinforced the feeling that this once vibrant retail landmark is also on borrowed time.
It’s like that friend who keeps saying “I’m fine!” while their life is clearly on fire in the dumpster. Except this time, the dumpster fire is a national retail institution. And sadly, the Hudson’s Bay’s 17th-century fur trade origins don’t seem to be able to protect it from 21st-century retail realities.
So, perhaps this is farewell, Hudson’s Bay. While the future remains uncertain, the memories of browsing through slightly dusty shelves and the thrill of finding a hidden gem with my Scratch ‘n Save card will linger. And we’ll always remember the Bay, even if we had to climb a few flights of stairs to find a deal.
Let’s face it, this constant back-and-forth with tariffs between Canada and the US is starting to feel a bit like a bad reality show. One day, it’s lumber and steel. Then it’s oil. It’s a dizzying dance of economic jabs and counter-punches which is all a bit pointless.
Remember the great toilet paper panic of 2020…? Everyone was scrambling, stockpiling, and creating a temporary shortage. The shelves were bare, anxiety was high, and for what? Nobody knew where to put all that toilet paper (while it was neatly rolled-up that is), eventually the supply chain caught up and things returned to normal.
Well that’s exactly what these tit-for-tat tariffs feel like. A frantic, short-sighted scramble that ultimately solves nothing. Politics aside, we’re exhausting ourselves with worry and ‘what-if’ scenarios, creating unnecessary friction, and for what? A fleeting sense of ‘winning’?
And while we’re on the subject of seemingly pointless nationalistic displays, can we talk about the booing during national anthems at sporting events? It’s a baffling performative act of dissent that feels more like mindless sheep-like behavior than a genuine expression of political opinion. It’s like booing your best friend because it’s raining.
We’re all focusing on the wrong things. Getting caught up in the noise, the drama, the manufactured political conflict, and losing sight of what truly matters.
Which brings me to advertising.
Are marketers and their agencies now becoming overly concerned with the nationality of their brand partners? – ‘Are they American-owned?’ ‘Are they Canadian-based?’ This focus on geographic affiliation is, in many ways, just as distracting as the tariff debates and anthem booing.
Here’s the truth: The best advertising isn’t born from a flag on a building. It’s born from the talent, creativity, and dedication of the people within. It’s about the ideas that spark, the strategies that resonate, and the results that drive the business.
Instead of fretting about corporate headquarters, marketers should focus on their products and services. And agencies should focus on the work and the impact it creates.
Because until the political circus hires a new set of clowns, we’re stuck with it. But that doesn’t mean we have to start booing our best friends or wringing our hands and working all night because your favourite chocolate bar may or may not have started its life somewhere else.
Let’s leave the tariff tantrums and anthem antics to the politicians. And let’s redirect our energy towards what truly matters: building strong relationships, fostering creative excellence, and driving meaningful results.
In the advertising world, and in the broader context of the US-Canada relationship, that’s where the real victory lies.
Photo by Freepik.
Surprising as it may seem, clients can sometimes get as tongue-tied asking questions in a pitch as agencies can when answering. Nerves, large groups of people, discussions or presentations that run over time can all contribute to important questions being left unasked.
And worst of all, is that stoney, deafening silence when someone asks: ‘any questions…?‘
We’re often asked by clients to talk through some ‘big-picture’ questions before heading into a pitch and here are a few that may provoke some revealing answers about who you’re meeting with, their philosophy towards client relationships and yes, whether they’re right for you:
Thought leadership
Who here on the call actively participates social media for business purposes?
Ask for an online show of hands as to who’s generating content for blogs, Instagram, or tweeting about what’s going on in the industry.
Why the question’s important:
The purpose of the question is to see where the unrehearsed thought leadership is really coming from and how valuable that thinking could be to your business. Who put their hands up? The CEO? Or was it the junior account guy? All of them? None of them? If the word “digital” or “social” was mentioned even once in the pitch, you should have a reasonable expectation the prospective agency is practicing what they’re preaching.
Once you know who’s doing what, ask for some examples of specific -recent – tweets or blogs to get a feel for the content, commentary and subject knowledge.
Other success
Which of your current clients can we talk to you about recent results?
Why the question’s important:
You’re eliminating the subjective and getting right to the bottom line. This isn’t about how the agency works or what the chemistry is like – it’s about current or recent tangible results that the prospective agency has actually achieved for current clients. And in case anyone’s forgotten, the role of any agency (whether brand, digital or media), should be to deliver results for clients (including you).
Specific costs
If we were your client today, what would this meeting have cost us?
Why the question’s important:
It cuts through hypothetical fee proposals and rate cards and gets to the heart of how the agency bills for its time and services across a broad spectrum of resources. Consider that you’ll likely be tapping on all the resources that showed up for the pitch at one point or another – so why not find out what things really cost now? One more thing… make a note of the final number and if they’re the winning agency, you’ve got a benchmark for future strategy and / or campaign development.
Why us?
Tell us why do you want to work with us.
Why the question’s important:
The agency’s answer should give you some insight into the potential fit with your team and your business because it should encourage them to highlight what’s really important about you as a client to the pitching agency. Generally speaking, you want to hear answers that reflect a passion for whatever business you’re in – or skills and resources that would be a perfect match for you as a client.
First result
What’s the first result you’d reasonably expect to achieve if you won our business?
Why the question’s important:
Their answers will give you a perspective on how they view your business as it stands today and their proposed initial areas of focus. In most cases, marketers are searching for an agency that can hit the ground running and make a measurable difference in the first ninety days or so.
If the answers are vague, or focused in areas that you don’t think will make a short-term measurable difference, you should probably think twice or, at the very least, ask more questions.
So if you’re heading into a pitch any time soon and want to avoid an awkward silence after ‘any questions...?’ – wonder no more. And the answers might be quite revealing.
I’m a little embarrassed to admit our website hasn’t been changed in um… a few years. OK, eight. And it’s been way too long.
It’s not often I get to play in the creative sandbox. As marketing management consultants it’s our job to help find the right agency, help clients ask the right questions or negotiate the deal. Never do we get the opportunity to play creative director!
And anyway, as marketing consultants how creative could we be…? But I figured if we’re going to walk the talk, we should at least have a website that doesn’t make people yawn.
So, we made a conscious decision: No stock photos. You know the ones – people laughing hysterically at the arrival of blueberry muffins, or high-fiving in front of a pie chart like they just won the lottery. We’re pretty sure those photos are responsible for at least 30% of internet fatigue.
The Quest for Non-Boring Visuals
We needed something different. Something that reflected our effective approach and solid reputation but something that was also little off kilter to enable us to stand-out from being ‘just another consultancy…’
Enter the incredibly talented, and thankfully hilarious, Rachel Riordan.
I’ve known Rachel for years. A visual soulmate. Wrapped up with an acerbic wit not to be trifled with.
So I wrote a brief (yes, really…) and asked for illustrations that were eye-catching, memorable and, dare we say, a little bit weird (in the best way possible). Rachel’s quirky sense of humour and her ability to translate that into charmingly odd visuals was a match made in illustration heaven.
When I tell you that Rachel described the collaboration process as ‘designs fueled by Prosecco and mental breakdowns…’ interspersed with uncontrollable giggles, you’ll get where we’re coming from…
The final product? A website that doesn’t take itself too seriously but gets the information across.
So please, mosey on over to listenmore.ca and have a look. And we promise, no forced smiles or blueberry muffin-induced euphoria required.
A Standing Ovation for Rachel Riordan as I can’t sing Rachel’s praises enough. Check out her portfolio at luckybones.ca
And now it’s your turn… Let us know what you think of our new digital digs.
Our annual Canadian Agency Pitch Report is complete! Findings reveal a 15% increase in pitch activity in 2024 compared to 2023. The report, which tracks agency pitch activity across Canada, finds that despite economic headwinds, 176 pitches were tracked in 2024.
We believe the continued upswing in pitch activity, particularly following the record-breaking 195% increase in 2022, demonstrates a dynamic shift in the marketer landscape
Key findings from the report include:
- Independent agencies continued to outperform the Big Six holding companies, securing a 53.4% overall market share
- Media pitches experienced a significant boost with a notable 38% increase in activity
- The most active pitch sectors in 2024 were Government, Retail, Packaged Goods and Tech/Online
Even with the most modest improvement in economic conditions, we expect this trend to persist into 2025, as AI-driven solutions continue to redefine agency and marketer responsibilities.
The goal of the report is to provide the marketing community and Canadian agencies with an overview of the buoyancy of the Canadian agency pitch market, while providing insight on the most and least active sectors year over year.
The full report can be purchased by clicking here
When it comes to assessing, reassessing or creating new agency agreements, most marketers now ask us about structuring some kind of pay for performance terms as part of their overall agreement.
But coming up with a pay for performance model is actually the easy part. The hard part is ensuring our clients are corporately prepared for what pay for performance really means, the implications for managing such agreements and how they need to be administered. Once you’ve reached the ‘yes, we want something like that in our agreement’ stage, there are some tough questions to ask of your own organization before attempting to craft pay for performance terms. In our experience, there are typically six key questions marketers should be asking themselves: