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Table Of Contents

1.4 The term “Agency”
2.0 Research Methodology and Biases
2.1 Sources of research
2.2 Background reading
2.2.1 Sources of articles
2.2.1.1 Database Search
2.2.1.2 Google Search
2.2.1.3 Advertising Age
2.2.1.4 Pertinent Articles and Insights
2.2.2 Bias in article selection
2.3 Interviews
2.3.1 Sources of interview subjects
2.3.1.1 Practitioner Interviewees: Agency Size and Type
Tab. 1 Practitioner Interviewees: Agency Size and Type
2.3.1.2 Client Interviewees: Corporate Size
Tab. 2 Client Interviewees: Corporate Size
2.3.1.3 Additional Interviewees
2.3.1.4 Geographic Distribution of Interviewees
Tab. 3 Geographic Distribution of Interviewees
2.3.2 Bias in interview subject selection
2.4 Personal experience
3.0 Essential Data: Background, Context and Compo- nents
3.1 One hundred years of advertising
3.2 What is driving the change?
3.2.1 The Digital Revolution
3.2.1.1 Marketing today: The shouting is all over
3.2.1.2 Creative today: No boundaries means no set solution
3.2.1.3 Success today: Metrics tell all
3.2.1.4 Work today: Dialing it in has a whole new meaning
3.2.2 Compensation Today: Finding a new path to profit
3.2.3 The current fiscal crisis
3.3 The new norms: What needs to change?
3.3.1 What the agency delivers
3.3.2. The (in)ability to team across boundaries
3.3.3 The compensation model
3.3.3.1 The traditional model: Commission based
3.3.3.2 The traditional alternative: Fee based
3.3.3.3 The client reaction
3.3.3.4 Option: Pay for performance
3.3.3.5 Option: Profit sharing
3.3.3.6 The client role
3.3.3.7 Whither now?
3.3.4 Egregious Excess: The mandate to do more with less
3.4 The critical components: What must remain?
3.4.1 The client relationship
3.4.1.1 Winning the business
3.4.1.2 Keeping the business
3.4.1.3 Partnering for productivity
3.4.2 The team relationship
3.4.3 The four C’s
3.4.3.1 Culture
3.4.3.2 Collaboration
3.4.3.3 Continuity
3.4.3.4 Communication
3.4.4 Training and Tools
3.4.5 Global Reach; Local Knowledge
3. 5 Conclusion to Chapter 3
4.0 Analysis: Alternative Agency Models
4.1.1 More than the status quo
4.1.1.1 Size Matters
4.1.1.2 Internal Shifts
4.1.1.3 Starting from scratch
4.1.2 Analysis
4.1.2.3 A well-oiled machine
4.1.2.4 An incubator of strong teams
4.1.2.5 Dedicated teams that know the client business inside out
4.1.2.6 A single integrated system that spans the globe
4.1.2.8 A hard time thinking in new ways
4.1.2.9 Conclusion
4.1.3 A word on holding companies
4.2 A team of specialized agencies
4.2.1 Specialized agencies
4.2.2 The concept in practice
4.2.2.1 Procter & Gamble: Brand Advertising Leader
4.2.2.2 McDonalds
4.2.2.3 Citizens Financial Group
4.2.2.4 TAM Airlines
4.2.2.5 An Apparel Company
4.2.2.6 The agency perspective
4.2.3 Analysis
4.2.3.1 Multiple touch points for the client
4.2.3.2 The security of true expertise
4.2.3.3 Long-standing teams that understand the client
4.2.3.4 A client-driven expectation of strong teamwork
4.2.3.5 Potential interagency cultural conflicts
4.2.3.8 Conclusion
4.3 Fluid Networks
4.3.1 The fundamental idea
4.3.2 Whence the workforce
4.3.2.1 Hot Senior Creatives
4.3.2.2 The newly unemployed
4.3.2.3 Gen Y and Beyond
4.3.3 Emerging models
4.3.3.1 Club Hegarty
4.3.3.2 Agency 2.0
4.3.3.3 Host Universal Ltd
4.3.3.4 Mavens & Moguls
4.3.3.5 Agency Nil
4.3.4 Analysis
4.3.4.1 Relationships still matter
4.3.4.2 You don’t need walls; you need infrastructure
4.3.4.3 Wait. You do need walls
4.3.4.4 But does the team have to work there?
4.3.4.5 Just who is the team?
4.3.4.6 Presenting your dedicated experts on any topic
4.3.4.7 Keep the team and the institutional knowledge
4.3.4.8 Can there be a culture in a fluid network?
4.3.4.10 Conclusion
4.4 DIY: crowdsourcing by the client
4.4.1 A plethora of options
4.4.2.1 Relationships—client or team—are more or less forgotten
4.4.2.2 There is no trust, only results
4.4.2.3 Global reach? Local knowledge? You bet
4.4.2.4 Innovative, media-agnostic solutions live here
4.4.2.5 It’s all about cheap, fast, nimble
4.4.2.6 It’s the bane of the industry
4.4.2.7 Conclusion
4.5 Conclusion to Chapter 4
5.0 Conclusion: Which model works best?
5.1 A quantitative rating of qualitative forces
Tab. 4. A quantitative rating of qualitative forces
5.2 The move towards networked solutions
5.3 Future fluidity
5.4 But then what happens?
6.0 Bibliography
7.0 Interview subjects
7.1 Named interview subjects
7.2 Anonymous interview subjects
Addendum
I Analysis of Interviews
Tab. 5 Gauging Change
What Is Irrelevant or No Longer Functional
II Sample Interviews
III Acknowledgments
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Fluid Networks: The Next Agency Model?

Fluid Networks: The Next Agency Model?

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Published by trevania
This master's thesis explores the hypothesis that fluid networks—either of specialty agencies or of lone rangers—are the most effective partners for clients in the new marketing universe. Exploring the needs of companies large and small through interviews, case studies and statistical analysis, the paper then details the "must haves" of every client and how agencies of all sizes and forms can meet them.

If you have ever thought of breaking free of your agency, these 185 pages were written for you.
This master's thesis explores the hypothesis that fluid networks—either of specialty agencies or of lone rangers—are the most effective partners for clients in the new marketing universe. Exploring the needs of companies large and small through interviews, case studies and statistical analysis, the paper then details the "must haves" of every client and how agencies of all sizes and forms can meet them.

If you have ever thought of breaking free of your agency, these 185 pages were written for you.

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Published by: trevania on Jul 19, 2010
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