[This post was first published on Imperica here]
So, you walk into a room full of the brightest and best that agencyland has to offer, a collection of the digitally-enthused and passionately adept, charged out by their agencies for hundreds, even thousands of pounds a day, all in a room to share knowledge and swap best practices.
And then you realise that there’s a surprising common factor – a lot of them appear to be dumb.
The clue comes from the presentations; one is essentially a series of links, as if a bunch of digital heads don’t have any other way of sharing such things, as if Twitter, Stumbleupon, Reddit and, y’know, email groups never existed. Another presentation lays out the revelation that stories have – I kid you not – a beginning, middle and end. This revelation causes much scribbling of notes, swiping of iPads and, yes, even tweeting. I look around me and think: is this it? A stone’s throw from “Silicon Roundabout”, the much-vaunted (by politicians, anyway) digital tech hub of London, where all the cool smartarses should be and it’s just… not San Francisco.
This is only one of a number of occasions recently when I’ve looked at agency staff doing, y’know, stuff and thought “Why do you exist?”
Why do clients hire agencies anyway? Why, if you run a business and employ staff, do you need to bring in an external company to do bits of your business? The answer is that agencies are supposed to be better at certain things than you are. You hire in specialists to do work that can’t be completed internally to the same standards. Simple, right?
At least, that’s how it should be. Digital has been like this for a while – once the preserve of unemployable nerds, later the territory of the whizzkids and geniuses, but always an area where clients were lacking in knowledge and / or experience. Why? Well, often, it was an age thing. Marketing directors and other senior stakeholders were of an age where they hadn’t grown up with the internet and weren’t enthused about it. 10 years ago, people were still debating whether or not they should even have a webpage (mind you, a couple of weeks ago, a large client of mine was still debating whether or not to have a Facebook page. Sometimes things don’t change). Agencies who needed to sell these services found the employable geeks and snapped them up on far better wages than yet-to-be-convinced-of-the-value-of-digital clients. They gave the unknowledgeable the option to buy a service with a set of deliverables attached; if you don’t understand what the work is really about, having a checklist of documents to be produced and webpages to be constructed allowed you to tick things off one by one, and assume you’d done your job.
And then people started to make money out of the web, and things changed again.
Suddenly, this stuff was deemed measurable in metrics normal non-digital people could understand. Did we make a return on our investment? Are we selling things through our website? The demands on agencies changed – and agencies changed to meet those demands. Instead of “digital strategy” meaning “what colour should our website be?” it became “does our web stuff help meet our business objectives?” and so new kinds of planners and strategists were needed, ones that understood the workings of businesses more than just the workings of marketing.
At this point, the advertising agencies who had successfully sold in the notion that the web was just another billboard, somewhere to extend the “above the line” creative, a place to put pretty pictures from the real world in front of consumers (just in smaller boxes)… they began to look, well, a bit shit.
Digital engagement is not like advertising – there is very little value in engagement alone. Whilst you may get a bit of all the above-mentioned metrics, if you don’t give an end user something to do you’re missing an opportunity – that might be the opportunity to engage in conversation (two way communication breeds better engagement than just getting people to watch a film or an animation or read some text), or it might be to drive people to a web or social media page with a stronger call to action, to sign up, to contribute, to purchase. But it’s not just that it’s an “opportunity” – it’s that these are things people want to do online. Passive viewing and sucking up marketing doesn’t cut it. And this kind of activity is more measurable than “how many eyes walked past our poster.” Analytics will tell you exactly what response something got.
And then there’s the user. Digital requires more understanding of individual users’ needs because people do more things in digital than, say, when they’re walking past a poster or watching the telly. They search, they research, they talk with friends about things they like, they shout at brands they hate, they create and distribute, influence and are influenced. And they often do it by themselves in a room with a screen. Advertising & PR have to talk “one to many” – so advertising a product on TV to millions in the hope you hit 2 or 3 target markets means finding messaging that works across all targets; digital has an element of the same but often requires a more individual approach, understanding that it’s just you and the user communicating, albeit in a context of more people / friends / followers etc.
This puts the ball in the court of the strategists. Where great advertising planners of the past were often a mixture of creative instinct, sharp minds and bucketloads of experience, digital planners and strategists need a mix of those things plus one all important element: evidence. That means that you can prove what you say; charm and a few lunches might sell something in to the client, but it won’t sell it into the punter. Smart agencies now buy into psychology, anthropology, data and research. And strategists & planners need to be able to help turn all of that into yer actual real stuff on the other end.
For a while, digital people looked pretty smart, then. The explosion of social media brought a new generation of socially-minded people who got lumped together under the “digital” banner and then… Well, I’m not sure the two are wholly related but there seems some correlation, if not causation. Social media seems much more sexy than “trad” digital because, hey! Everyone’s got a Facebook page and – bejasus! Some people have even tried that Twittering thing and it looks fun and so can’t we have one of those? Can we make it sell our widgets? … and so forth.
The less you know about a subject, the harder it is to be strategic. One of the stupidest mistakes of people in positions of “authoritah” is to assume that any job they’ve never done themselves is actually easy. Now they had a Facebook page, they were social media experts, right? Which is a bit like saying you read a paper every day so you know how to be a journalist. Marketing directors would start looking at social as a way of delivering campaign tactics – short term, marketing objective-driven executions; and the new generation of social media agencies have got fat off the proceeds. It was the Wild West all over again, and without much in the way of competition the fees were high and the audience easier to reach. There’s gold in them thar hills, and all that.
Now, things are different: everyone’s doing it. It’s harder to win. Real social engagement means a sustained presence; listening and responding goes further than just communicating – consumers expect companies to change when they demand it, and in the age of social CRM, they do. Marks & Spencer are brilliant at this and they run most of their social engagement from a small in-house team who know what they are doing. Who the hell needs an agency, when you’re the most-engaged UK brand on Facebook and you’re driving sales?
Proper strategy means knowing what businesses need as well as consumers – and over time, not just in the short term. Relationships mature, they aren’t always created in an instant. Knowing the whizziest of whizzy gadgets and gimmicks is not the whole game any more – but it is a part of it. If you stop learning every day, technology-based disciplines will always pass you by. This is the technological imperative at work – just because you know something about Twitter today does not mean you can answer business challenges tomorrow.
All this “smart, experienced people” schtick flew in the face of standard agency hiring practices. Agencies weren’t where a lot of smart people went, not outside of planning departments anyway. If you had a modicum of charm were good looking and had a nice haircut, wore the right clothes and kissed the right sphincter, you could get a pretty decent job. Smart people went into planning and strategy and were locked away in dark rooms. At this point, I expect a lot of agency types to be fuming, but, frankly, if they read this far they aren’t the targets (reading seems to be anathema to a certain type of agency person, long copy a distant dream). Anyway, the needs of the digital market brought in smarter people. Agencies who had never considered such things as, y’know, how a business actually works, started to employ business analysts and consultants, whole departments sprang up that dealt with data and research. Anthropology, sociology and psychology became important.
So, what’s with all the agency dumb?
My theory: money breeds complacency. And complacency breeds poor hiring practices. The lack of competitive pressure which has allowed a whole slew of agencies to gain cashflow on the back of average work. So they keep hiring the same people they always have. They forget – or don’t know how – to look into social and digital expertise. In the ’90s you used to have to check that someone had “Microsoft Office” in their skillset; now kids learn that stuff in school. Just because someone has a Pinterest account it doesn’t follow that they know how to use it for business (and for an explanation of why social media consulting is almost dead for the same reason, see here). And if you don’t use it yourself, you sure as hell can’t check whether someone else is any good at it.
I keep wondering what it would be like if you got into a car for your first driving lesson and the instructor had a book open on his lap. “I don’t drive myself,” he says, “but I have an excellent book here written by some of the best drivers in the world. Now…. If you can…” [reads from book] “depress the clutch with your left foot…”
You would be out of that car in a second.
So why do agencies think it’s alright to charge people for the services of people who are reading from the approved text?
The trouble is, they all follow a similar trajectory. That complacency allows their competitors to nip in and point out that they could deliver the same work (a) considerably better and (b) considerably cheaper. Non-experienced people take longer to do the same work and they’re learning as they go – inevitably costs go up as quality suffers.
Agencies that want to prosper with digital and social offerings need to get their heads out of their collective backsides. Compete with Silicon Valley?
You. Are. Fucking. Joking.