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You could do an exercise to determine the complexity of each account and go from there. Some accounts require way more campaigns and have tons of rotations while others have simpler executions but no analytics support and lots of meetings.
It’ll also really vary depending on your team! For example, you may have more junior people on the team that wouldn’t be able to take on the same level of work as someone more seasoned.
It can be difficult to determine what even is realistic sometimes because there’s always more work that can be done, but I try to just set my team for success when assigning accounts.
For us, it’s usually built out Into our pricing how much time we expect the team to spend on the client, based on info learned about the clients needs/expectations during the sales process. Or if it’s an existing client we’ll use hour tracking data.
Typically my team will work on 2-3 accounts each depending on the needs of the client. If the needs of the client don’t match the pricing and/or margins are poor, then we need to revisit the sow. We have a pricing tool we use when negotiating contacts with new clients.
If your client expects a certain level of service/availability, usually they need to pay for some kind of retainer to have a dedicated team I can’t staff elsewhere.
I do think more than 2-3 is hard to give consistently good service to though - I’ve worked at agencies where 7-10 clients was the norm for account managers and that was a challenge.
🙋♀️ I’ve had as many as 14 at a time and I don’t recommend it. I have 10 now, which is better but still a struggle. IK our agency decides based on how much a client spends i.e. you spend more time on a client who spends more. But smaller clients can be a challenge bc they don’t have a dedicated team and everyone is juggling. When we’re evaluating switching clients, our boss has us write how long they ACTUALLY take and rank the teams/clients from most challenging to easiest.
If you work for an SMB agency, the expectation could be 20-400 clients.
It all depends on the expectations of the clients and your cost structure.
As much as I don't like time sheets, this is a good reason for time sheets. Not that I'm trying to be an active spy on my teams productivity, but I need to realistically which accounts are taking the most time and are those accounts profitable. This also give you a good window into utilization and how to shift accounts.