The potential is enormous ... you stand a great chance of developing a top-shelf campaign with an integrated, cooperative feel from the beginning. You get buy-in from the best creatives in your employ, ensure that the focus is on the "work" and not on "who owns what" and extract real value for money out of those costly retainers.
It may work out that you get additional ideas generated in the competitive free-for-all -- and these can be kept on the back burner, ready to go at a moment's notice.
And while this approach is increasingly in favour with CMOs, does it actually achieve outcomes? Does it contribute to the long term viability and innovative spirit of your brand? And, importantly, does it deliver on strategic flexibility across your marketing system?
Let's take a look at how inter-agency collaboration might play out ...
First up, let's take a look at the relative strength of position within an agency roster. Normally functions and responsibilities will be broken down into silos. Agencies hired for media may be looking for a foot-in-the-door for your digital work. The digital team will be hoping for a shot at the advertising account and the promotion group will be keen to demonstrate their strategic thinking and big picture capability. Throw in a couple of fee-for-service upstarts and even the most stable roster will adopt unruly behaviour.
To shake up things even more, you may want to take a couple of agencies out of their comfort zones ... making them work on business that is outside their specialty. After all, it is quite possible that a winning idea may come out of the chaotic cauldron of collaboration.
And then it starts. What is the BIG idea? Oh, yeah ... and who owns it? The bidding will begin ... ideas will come thick and fast. There will be pitches, informal meetings, lunches and the offhand harbour cruise. Eventually, and quickly an idea will need to be adopted ... even the deepest retainer will only cover a small investment in this style of competitive collaboration. Will this be the winner? You are hoping so.
Now the work is divided up. There is a production line in place with dependencies up and down stream. On the conference calls and in meetings it is all vicious smiles. Pleasantries are exchanged, timelines are discussed and promises are made. But then it is time to crunch.
Delays in approvals stall the production before it starts. Snags in final copy and storyboards send the ideas back to the creative team, rewrites, rethinks and new scenarios are agreed. Time doesn't stand still.
Misunderstandings start to filter through the teams ... deliverables arrive in wrong formats, Mac and PC fonts cause creative meltdowns, budgets appear to be heaving and there is more focus on the brand than you were expecting -- now the CEO wants an update. Meanwhile, the TVC editing has been proceeding apace -- all looking good, with the one possible exception of missing disclaimer text. Print materials have been approved and the direct mail piece is winding up, the media slots are locked in ... and the CEO briefing goes well. Now, if you can just get legal over the line ...
Of course, your campaign is a huge hit. The calculated risk paid off. This time.
However, there is much that can cause damage in any collaborative process ... and when it comes to inter-agency projects, the stakes are high ... and the mistakes or pitfalls can have serious consequences for your brand. Things to remember include:
- When it comes to execution, everything is tactical. This means that the balance of power may shift between agencies and lead to friction.
- Rivalries don't suddenly cease to exist. The money you save in cooperation may need to be spent in project management.
- Handovers never run to plan. Agree all formats and timings up front.
- Plan for Plan B up front. Don't expect that just because you EXPECT collaboration that you will get cooperation.
- Establish a cross-agency steering committee and ENSURE they meet regularly (especially during production)