{ "media_type": "text", "post_content": "Here’s what agencies need to do: only hire serious talent, not put 15 teams on each project, let the 1-2 teams who works on it see it through and have responsibility for making it happen...", "post_id": "5b031721a3b31e0014380955", "reply_count": 7, "vote_count": 28, "bowl_id": "5565cfca8b2b9a03009acf57", "bowl_name": "Advertising", "feed_type": "crowd" }

Here’s what agencies need to do: only hire serious talent, not put 15 teams on each project, let the 1-2 teams who works on it see it through and have responsibility for making it happen...

likeuplifting
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If I’m getting this straight, you’re saying that companies should start hiring skilled employees if they want to run better? You should be careful sharing ideals like this on social media, you wouldn’t want anyone to steal them.

likefunnyuplifting

You basically just described what happens when a bunch of ad people break off from big agencies to start their own small agencies. The problem is that if you want super skilled creatives you have to pay them accordingly, and to make up for it, you’ll have to load up on more work with lowering profit margins. So that means you have to hire less skilled people at lower salaries to help take some of the bandwidth, while also hiring people who are skilled in the new trendy capes that agencies are putting out these days because you need to differentiate yourself and clients aren’t buying ads like they used to. You repeat the process over and over until you have 100 employees and then your back to where you started.

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...and to fix it if the client doesn’t like it, fewer layers and people in creative leadership (just have a couple of CDs that are truly amazing and seasoned), spend less time in strategy and more time in creative, strategy should inspire creative rather than solving it half-way and half-assed, stop having people working their asses off (it’s just advertising, start saying no to unreasonable deadlines, give 5 weeks pto and great maternity leave.

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I worked on one account for almost six years. We were the only team. I knew more about their product than the client. I outlived four CMOs. I knew the names of the client's kids. Our CD barely looked at our presentations; he admitted we were the de facto CDs. A lot of what we did was somewhat boring product-level work, but when the opportunities came to knock it out of the park with brand work, the client trusted us fully and we got to do some terrific stuff. It was fun. I've also jumped into an account on one project with many teams, sold a good idea, went on a shoot with clients I had never met and had a lot of fun making something really nice. Both situations can be great, but I agree with what I think is the OP's gist... The first scenario feels much more sustainable and healthy in the long term for all involved.

like

Can we just not put 15 people on every project? Maybe if you can stop watering down ideas before they get to client they’ll be more worthwhile. I’ve been requesting this at Vayner for awhile and everybody says, “good idea!” And then adds five more teams to the project.

likefunny

Well there is still this dilemma: No one watches TV: Netflix, Hulu, HBO Go No one listens to Radio: Spotify, Apple, No one clicks banner ads. Larger clients are moving in house. Consultancies are absorbing other clients. So print, CPG, OOH, and Super Bowl are likely the big ticket items. This is a very broad view but looks as though our market is shrinking significantly.

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Did I forget anything?

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