How to Bring Process and Visibility to Agency Selection
Organizations of any size can find themselves challenged to improve their agency selection process. In many cases, this process is either outdated or missing entirely. But when organizations take the time to do it right, improving the agency selection process can yield great returns.
One tactic, recommended by our Continuous Improvement Practice, is to classify creative by levels of strategic thinking that are required. Create classifications that link design assignments with the level of strategic thinking. For instance, many organizations use a grading scale (A, B, or C) for the level of design work. The highest grade requires the highest level of strategic thinking.
An example would be new-to-the-world product innovations. Typically there is a high level of organizational investment and financial investment in this type of project. Classifying this assignment as an “A” project ensures that the organization is investing the right amount of dollars to guarantee consumers understand the product’s benefits, as well as how the design fits into the overall brand architecture.
For the most part, it’s easy to discern the most strategic “A” projects. Where this matrix comes in handy is when you begin to designate your design assignments as B or C projects. Pushing design work down the matrix can also help save money on design adaptations or line extensions. Using this kind of framework for creative assignments has demonstrated up to 37% savings within marketing budgets from improved grading of design initiatives.
As you can see, common pitfalls can be avoided by adding strategy, structure and rigor to the agency selection process. To correct the course, our Continuous Improvement Practice has outlined the most effective ways to bring process and visibility to agency selection.
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