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As a small marketing agency, we recently submitted a request for information (RFI) regarding an account that was almost perfect for us. We had experience in the category, we had the mental capital in the building, and we checked all the boxes except one thing – size. Certainly, if you look at us on paper, we do not have the right size for this account because the client wanted us to have a field presence in all of their major markets.
When we saw the account profile, our first response was, “Oh my god, we’re a small fish.” But we applied anyway because our core team has a very high level of data and experience. Whether we make it to the next stage or not, we have been wondering tips on how to get over the size uncertainty hump
This is not a latest query: does size matter? If you are a brand marketer, let me challenge your assumptions. Meeting the customer’s needs, regardless your the size of an agency depends less on the variety of bodies the agency has in its fold and more on its expertise and flexibility. Here’s tips on how to assess whether a small agency is right for your needs.
Stay strategic at home
When we were preparing our RFP, we were concerned that the client would think they’d flood the boat if they presented our organization with a bill of this size and scale. However, we had a lot of practical knowledge that gave us the confidence to throw, even when it seemed far-off. The staff too have evolved significantly since Covid-19, which allows for much greater flexibility. Small agencies with a network of distant staff and contractors have their hands and feet in all places. This means they will scale up their operations in a short time, even if the contractors are a bridge to full-time employment in one other location.
The most significant thing is what good, small agencies don’t outsource. Our organizational chart is very extensive because we decided to take a position in mental capital and experience in our base. This allows us to meet roles and develop at lower levels. When sending RFQs, I counsel clients to think about what they need from an agency.
Think of it as the difference between buying a suit off the shelf and a suit tailored just for you. In this analogy, the tailor is super smart and good at his job. Customization may take a little longer, but you may get exactly what you would like – as a substitute of taking your suit home and finding another person to suit it properly. First of all, it is price selecting the right suit.
Build a strong, agile core
For clients who have concerns about the size of the agency, look at the group of people that will run the company. Assess their experience, because they will likely be the ones who will make necessary decisions and drive creative strategy. Everything else is hands and feet – motion – and what customers need now is pondering.
Compare the value of this expertise to an agency where all these people are sitting idle. Their leaders will then feel a lot of pressure to measure up more and more business to fill your plates. As a result, they sell their capabilities to customers as a substitute of building what is right and tailor-made. In other words, every part starts to seem like a nail when all you have is a hammer.
A small agency with a really strong core of strategic and creative thinkers offers a more agile model. As a client, if you come in with a different need, look for an agency that may build a tailored staffing platform based on resident expertise. The agile model also offers agencies incredible flexibility in choosing accounts that align with your values. Then you will not need the mindset of being profitable from every single enterprise.
Build flexibility into your model
If an agency is already fully staffed and set as much as work with clients in one way, it becomes much harder to adapt to alter. Meanwhile, agile agencies can turn capabilities on and off and fill gaps as needed. For example, our client in the restaurant industry needed help managing the backend of their online platform and asked us to handle it. We took this on regardless that it is not something we normally do.
We made it clear that we might complete the task through contractors, and the client would find a way to pay them through us. But as soon as we turned it on when a client brought work home, we turned it off as quickly as we could. This ensured a smooth transition.
Pivots are common, especially when a client changes its traditional marketing mix and social media marketing. My advice to small agencies is to make money where you have deep expertise, and either pass on or bring in other players who best suit the client’s needs where you do not. To clients, concentrate to the agency’s ability to be flexible, as this will be the basis of a true partnership.
When small is beautiful
We gave ourselves the best probability of winning such a large account because we know where our expertise lies. We immediately ensured that on a regular basis activities – that element that will be easily commoditized – might be easily found. There are many solutions in today’s market that make this possible, but there are far fewer solutions for strategic pondering. Without access to this mental capital, clients risk the agency adopting a blanket approach and delegating tasks to mid-level people. This is where small agencies stand out. They can scale up and down as needed, while allowing their strategists to do what they do best – create custom solutions.
So does size matter? Absolutely.