client training teks

Great Clients


We at McCann are proof that great advertising begins with great clients.  Whether a new business prospect or a long-existing client, these are qualities we look for in our client partners. They need to:

Share their financial strategies with the agency.  Since the ultimate business objective for our clients is to make profits, we get a much clearer picture if they can be completely open and honest about their financial expectations for the brand.

Develop good, solid marketing strategies and plans.  Advertising is an incredibly powerful marketing tool, but it can’t solve all marketing problems.  Success in the marketplace also demands good products, correct distribution channels, and competitive prices.

Share their long-term marketing strategies and plans.  There is nothing more frustrating than struggling to save a brand, through sheer effort and will power, when it later turns out that the company had decided to milk it for all it’s worth and let it die a painful death.  Good clients would have told you what their long -term intentions were.

Invest enough resources to the advertising campaign for it to be effective.  Great clients understand the need to support their brands with marketing and communication budgets that ensure competitiveness in the market.

Ask for help and advice – and listen.  Good partnerships are based on mutual respect and admiration.  Great clients are willing to admit that they may not know everything.

Evaluate creative work with a prices based on how well it matches the strategy, rather than whether or not they “like it.”  The vast majority of times, the brand managers who are asked to evaluate creative solutions are not members of the target segment.  Whether “they like it “ or not is irrelevant.  The question needs to be – will it be  effective?

Don’t make changes just for the sake of making changes.  So many great, memorable and effective ad campaigns over the years have come from clients who stayed with the same basic strategy year after year while keeping everything fresh and new through the creative interpretation of that strategy.

Love advertising. It is especially productive to work with people who share the same enthusiasm for what you are trying to accomplish.

Client Personalities


Fortunately, most of our clients have some of the above characteristics.  Rarely do they have all.  Like individual human  interaction, wee need to communicate with our clients in a way that ensures a long-term partnership.  Stuart Sanders, a consultant to the advertising industry has labeled for basic types of clients according to their actions, behaviors and “personalities.’ He suggests that agencies need to tailor they way they communicate with clients (as well as prospect) based on these profiles:

Body Copy                                          Illustrator

* Interested in process                          * Interested in first, most, newest, best
* Tends to ask firs                                 * Tends to act first
* Businesslike                                        * People-oriented
* Wants experience                              * Wants to be inspired
* Analysis-paralysis sometimes             * Wants to inspire
* Very cautious                                    * Impetuous

Headline                                              Logo

* Interested in results                            * Interested in relationship
* Tends to act first                                * Tends to ask first
* Businesslike                                        * People-oriented
* Snap decisions                                  * Consensus-builder
* Turn-around specialist                       * Sensitive to political considerations
* Risktaker                                            * Very cautious                                   

These personality types are based on Myer-Briggs personality profiling. Such profiling is a valuable too for new business as well as teamwork.

Why Clients Choose McCann - Erickson


Like consumers of our clients’ brands, there are many influences during the decision process of our clients when they are deciding which agency they want to work with.  While the quality of the creative pitch plays a very important role, McCann-Erickson brings many other strengths to the table when competing for client assignments.

·                     We have a strong commitment (a passion) to create the most “effective” advertising that builds stronger brands, higher sales, and higher profits for our clients.

·                     McCann-Erickson Worldwide has the larges worldwide presence of any advertising agency.
·                     We have excellent “local” market knowledge across many countries.

·                     We bring a strong business orientation to an industry often noted for a less-disciplined approach.

·                     We have a strong management team and great continuity of management over our long history.

·                     McCann has superb account management skills and global management as well as a reputation for being able to manage “difficult” clients.

·                     McCann has developed proprietary tools such as McCann Pulse, The Brand Footprint, The McCann Selling Strategy, and McCann AdWorks  to help its clients.

·                     We have a rich creative heritage, and are now winning significant creative awards.

Remember - advertising is about solving problems and capitalizing on opportunities.  Incorporate these advantages in your positioning to create the perception in clients’ minds that McCann-Erickson Worldwide can do both.

Client Needs


We see a number of trends occurring for our clients in marketing their brands in the new millennium.

Global brands are a priority.  Everyone is looking for growth opportunities outside their domestic markets.  At the same time, they are constantly looking for any cost efficiencies they may be able to achieve by leveraging their brands across national boundaries.

Brand Equity responsibilities are becoming more centralized.  Although our clients fall into many places on the spectrum of centralization from highly decentralized to highly centralized, the trend is definitely toward increased centralization.  Companies recognize the extraordinary values that are contained in their brands and they want to minimize any risk of seeing that value destroyed through improper positioning or support.

Client structures are flattening.  Where there used to be many layers of assistants and support personnel in client organizations, cost-cutting has removed many of them.  Clients may need to rely more and more on outside resources and partners.

Local and regional managers take the lead.  While brand equity may be getting more management attention centrally, the trend is toward giving local and regional managers more responsibility when it comes to responding to competitors and local market conditions.

Centers of Excellence are being used for communications development.  When a particular campaign of communication activity works in one market, there is an immediate search to see if it can work in other markets around the world.

Organization structures vary by client.  As we will discuss below, our clients will continue to manage their marketing and advertising activities in many different ways.  For example, Ferrero is a family-owned business while Unilever is publicily traded stock ownership.

Clients Organizations


Our clients have broad and busy task in managing their brands beyond just advertising.  Their marketing managers have responsibility for the complete marketing plan, including segmentation, positioning, product research and development, production, sales, distribution, pricing and other communication activities, such as public relations, sales promotions, direct marketing and events.  As part of the decision-making process, they also perform competitive analysis and market research.  Thus advertising is only a part of their marketing activities.

Most clients also have very complex organizations with multiple marketing decision-making hierarchies.  While some marketing managers may have authority to make many of the decisions contained in the marketing plan, many other companies divide those duties among number of different managers.  Our
Functional: Marketing activities are divided into specialized areas such as sales, advertising, market research, etc. Each manager of an area would typically be responsible for managing that activity for some or all of the products within the company portfolio.

Market:  A more market oriented approach than above with managers responsible for all of the marketing plan for a group of products directed toward a particular market.  There might be a marketing manager or team for a country or horizontal market, such as health care or telecommunications

Product: Management by product or product line.  The classic “brand management” structure where a brand manager is responsible for a brand or category of products across a multitude of segments.

Product – market: A matrix organization that tries to combine all three of the above by creating reporting lines.
client companies may be organized in a number of different ways (see sidebar).

The current trend marketing management structure is to try to move the marketing planning focus closer by assigning marketing managers segment responsibilities.  They will identify the needs of those consumers and develop the marketing plans for best satisfying needs.

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