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Seven Factors to Consider for a Healthy Client-Agency Relationship

Making it work

In the client-agency relationship, the greatest asset of the partnership can also be its greatest pitfall. An agency is solicited for their expertise in the marketing & design field to propel forward the business strategy of the client. But since each party has a distinct perspective, role and goal for the effort, a myriad of issues can create conflict. Despite even the best efforts of both parties, the relationship will need work.

Very rarely does the dispute cause an abrupt severance of the partnership. It is much more common for such issues to fester internally as both parties ride out the remainder of a contract. The problem then, is often slowly evolving. The good news? There is plenty of opportunity to correct the pattern and reinvigorate the relationship.

Here are seven (7) factors which lead to disputes among client-agency partnerships – and some tips on how to avoid them.

1. Communication
Clear and concise communication will promote a team atmosphere as participants work toward a common goal. If everyone is aware of the intended outcome, there should be no surprises in the final deliverable.

Moreover, ensuring that both parties are clear on the individual roles of the agency and client will ensure the final version will be in keeping with the project plan. Needless to say, assumptions, and overstepping roles and boundaries on the part of the client or agency can lead to problems

Holding ‘brainstorming sessions in a considerate and respectful environment can help refresh a stalled project of this nature.

2. Point of Contact
Designating one point person (project manager) from both the client side and agency side to maintain the flow of communication is essential to streamlining the effort. This person is responsible for arranging meetings, keeping a copy of all materials, monitoring the progress of the project, and updating the group on any changes or challenges.

When these players are not established, one of two situations occurs:

The effort becomes a labyrinth of mixed-messages and precious time is wasted in the attempt to obtain clarity. Project communication becomes spotty, materials are not kept in one central location and the potential is greater for procrastination.

Another scenario exists when a person(s) from the client side comes in late to a project and starts dictating directions that counter the current flow of the project that has already been established. Scenarios like this can divide the parties into ‘us’ and ‘them’.

3. Decision Making
Everyone is bound to have an opinion. If all opinions were considered throughout every step of a creative process, nothing would ever be completed. Establishing a select group of decision makers (3 or less) -- or one finite decision maker – to provide the final say will solve any authority or political questions of this nature.

It is equally important for the company to manage the ’layers’ of decision makers. Without this management, changes will be requested after a direction has already been decided upon. Regardless of the number of decision makers it is the company’s responsibility to produce one decision (via the primary point of contact) so the agency does not have to dig for decisions on their own.

A change of mind or direction within the evolution of the project can naturally occur. However, agencies want to avoid scenarios where a key decision maker is absent or uninformed during a particular evolution of the project and then requests changes once the project has already progressed to the next stage. These delays lead to frustration on both sides and can easily increase the cost of project. Remember, time is money.

4. Client Responsibilities to the Project
Lack of feedback when required can be a major problem throughout the course of a project. Not only does it directly affect the project timeline; it creates extended delays and loss of creative momentum in a project.

Clients must understand that they have responsibilities and deadlines of their own that they need to adhere to for a project to be successful. Furthermore, clients are best served when the agency is consistently moving on a project. As a decision maker, it is important that the communication be candid and on time to keep things running smoothly.

5. Project Scope
This one is very simple, but one of the most difficult concepts to get across to a client. If the project deliverables increase during the evolution of a project, the cost of the project will increase with it. This is especially true for development and production where changes cannot easily be made.

A simple analogy for this is where a contractor is hired to build a house, the foundation is built, walls are raised and wiring/plumbing is done and the homeowner comes back and requests a change in the layout of the home (ie. adding another room).

Creating a list of deliverables, discussing these deliverables and requiring sign-off at certain stages of the project will help to avoid this situation. Clients must also understand that even small requests translates to added time, labor and cost of the project

6. The Timeline
Nearly all clients come into a project asking if the agency will be able to complete a project by a specific date. This is something that clients rarely need to worry about as 90% of delays are the result of delayed client response.

A professional agency is used to delivering products or services with firm deadlines. Clients can often underestimate what their own involvement and responsibility will be within the project and how their decision making processes can run aground. Projects that run beyond the originally planned timeline are not only problematic for the client; they are very costly for the agency hired.

Extended timelines can be avoided when the client is following these guidelines:

1. Review deliverables and provide feedback according to schedule
2. Make timely and concrete decisions
3. Deliver critical materials, content and feedback in a timely fashion
4. Schedule timely payment of deposits and scheduled fees

Your agency will be able to explain this to you in greater detail and offer additional suggestions on how to avoid project delays. When clients and agencies keep an open channel of communication they are less likely suffer from this very common scenario.

7. Respecting Schedules

Clients will be best served if they do their homework, choose the right agency, and utilize this agency for their experience and talent. Agencies are there to serve the client, come up with creative ideas and execute projects on behalf of the clients – yet agencies have busy schedules too. Talk with your agency representative to discuss the best schedule of communication between parties. Regularly scheduled weekly conference calls or emails with thoughtful, detailed and relative questions or documentation will foster a respectful and productive relationship.

There are many more causes for dispute within the client-agency relationship – even something as simple as a personality conflict. However, these 7 factors represent common pitfalls that can easily be resolved through concise & detailed planning & communication throughout the project.

It is not too late! Anywhere in the project process, it is possible to revive a troubled account relationship by taking these active steps to eliminate the petty politics. In the end, streamlined communication and active engagement by all participants should remain the cornerstone of the project. This eliminates the potential for blame, dissatisfaction and negativity which can ultimately doom a relationship. Teamwork is the key.


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