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1、An R3 White PaperWinning atagency relationshipsHow to conduct the agency performance evaluation process more effectivelyIMPROVING THE EFFECTIVENESS&EFFICIENCY OF MARKETERS&THEIR AGENCIES2Recent trends in the marketing sector suggest that the careful consideration and execution of a formal review pro

2、cess is more important than ever if brands are to maintain a healthy and productive relationship with their agencies.With rising rates of public ownership and consolidation,the increased diversity and complexity of agency services,and a growing preference for fee-based methods of compensation and pe

3、rformance incentives setting the stage for agency relationships,a re-examination of the marketers agency evaluation process may be in order.This White Paper from marketing consultancy R3 is designed to give marketers and their agencies some insight into:What measures can be taken to establish clearl

4、y defined expectations from the onset?how can the agency evaluation be structured to result in actionable steps for improvement?how can incentive plans be implemented to reflect a direct tie between performance and compensation?This report is designed to start rather than end a dialog.If you have yo

5、ur own views on agency relationships,we welcome hearing about them on:twitter r3wwweibo r3chinacontact page at introduction3METHODOLOGYTo prepare this report,we took three different approaches to gaininginsights:We conducted a deep dive into our agency performance evaluation work in the US since 197

6、2 and outside the US since 2002 leading discussions for Coca-Cola,Walmart,Fomterra,Visa,Johnson&Johnson,Samsung,and others.We thank them for the opportunity to build long term partnerships.We reached out selectively to some of the smartest marketers weve worked with,to elicit their own direct points

7、 of view.We had a lot of help from agency heads-from the top creative,media,PR and digital networks in the world.This is not meant to be a quantitative analysis of the state of the agency performance evaluation process-rather,an independent voice that can help marketers work better with their agenci

8、es toward a common good stronger partnerships.Winning at agency relationships4executive summaryThe evaluation should be reflecti e of those people in the client organization who work with the agency on a regular basis.Closely involving senior management on both the client and agency sides is necessa

9、ry to ensure that the stak holders who are ultimately accountable for the relationship are active participants in the formal evaluation.Appoint the key playersThe agency should be actively involved in the process,both upfront and throughout.Conducting a 360 degree review allows the agency to evaluat

10、e the client as well,resulting in improved productivity of the relationship.The best advertising results from effective collaboration between the two sides.The identification of best practices,p oblems,and solutions on the client side of the relationship can benefit p oductivity just as it can on th

11、e agency side.Open a two-way channel of communicationEffective evaluations do not simply give the agency a grade;rather,they spell out the particular good and bad performance areas with enough detail that the client and agency can effectively diagnose and act.Communicating a clear and actionable mes

12、sage with focus is crucial to giving direction to the agency that is consistent across the client team rather than providing a laundry list of competing or conflicting issues.The valuation should cover all areas of significant agencyactivity on behalf of the client.Align on a clear direction from th

13、e onsetIn order for the performance evaluation to be acted upon,the marketer must go beyond providing a report card.Effective evaluations result in an agreed-upon plan of action that the agency and client follow up on with designated steps,timing,and accountability.The goals set in taking steps forw

14、ard must be realistic and achievable.A high level of performance should be expected of the agency,but the client must be realistic about what the agency is expected to accomplish.Draft a realistic plan of actionDRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES5Some multinational marketer evaluatio

15、n processes are so well-established that they may have become rusty or dated in design or use.While an agency evaluation tool itself is not a solution for a stronger client-agency relationship,how the tool is used and managed can result in a greater return on investment.The client-agency relationshi

16、p is unique,with its value based on people and ideas.It requires considerable communication and interaction.Although marketers and agencies often idealize the relationship to be a partnership,it is necessary to acknowledge that each party serves different profit cen ers.However,it is also inappropri

17、ate to treat an agency with a transactional mindset as with vendors.Unlike a typical vendor,the agency becomes closely involved with a clients marketing and advertising planning often helping to influence and shape their stra egies and plans.Perhaps the relationship between marketer and agency is be

18、tter characterized as“employeremployee,”with the agency acting on behalf of the marketer.Just as a company benefits f om providing its employees with a formal performance evaluation,marketers benefit f om providing the same for its agencies.Here are just a few of the specific benefits which can resu

19、lt om an agency evaluation done right:DETAILED findingsWhy Conduct An Agency Performance evaluation?Clearly established goals and prioritiesOnce expectations are communicated,the performance of the agency can be measured and held accountable against the goals and priorities established from the begi

20、nning.Identification of effective and ineffective areas of the working relationshipIdentifying whats working is just as important as identifying whats not working in the relationship.Only when these areas are fully explored by both parties can corrective action be taken on those issues before they b

21、ecome bigger problems.Time should also be taken to acknowledge agency contributions and to reinforce“best practices.”6Miscommunication is often the direct source of problem areas in the relationship.Agency performance evaluations foster better communication and understanding between the marketer and

22、 the agency,particularly at the senior levels of both organizations.Background Samsung was making the move from being an engineering-driven firm o a truly brand-driven one.From 2008,they recognized the need to improve their agency relationships,and to effectively measure and benchmark performance on

23、 both a global and local scale.Our ApproachThrough R3s proprietary software tool CAPE(Client Agency Performance Evaluation),unique URLs were created for more than 2,000 individual Samsung marketers in more than 65 countries.Beyond the numbers,senior consultants at R3 developed unique questionnaires

24、for creative,media,PR,event,digital,research,and specialist agencies,while also leading deep dives in selective markets to understand how to drive better outcomes for the Samsung brand.ResultsSamsung is now able to benchmark and report on over 200 global,regional,and local agencies with action steps

25、 toward improvement every six months.The best agencies are rewarded through the right incentives and where there are issues,they are clearly addressed.Better communicationAssessing progress is key to checking the health of the relationship over time.Benchmarking agency performance and contributions

26、can also be used to compare the performance of multiple agencies.Benchmarks to measure progressIn relationships where performance incentive rewards are used,the formal agency evaluation can be an important component for measuring and determining an appropriate reward.Determining the rewardCASE STUDY

27、saMSUNG AGENCY PERFORMANCE EVALUATIONDRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES7Defining expectationsBefore developing,adopting or refining a m thod for reviewing an agencys performance,it is crucial to fi st clearly and formally define the xpectations for the agency relationship.That can m

28、ean asking questions like:What specifically is it that you want the agency to do in accom-plishing your business objectives?What tasks will be assigned to the agency and will the responsi-bility for accomplishing those tasks be left solely to the agency or will it be shared with the client?What spec

29、ific skills or behaviors are required of the agency to work effectively with the client team?Nearly every client-agency relationship problem is linked to either a misunderstanding of client expectations either because the client did not clearly communicate them and/or the agency did not take the tim

30、e to understand them or the agency was unable to adequately deliver againstthe defined xpectations.A clear definition of xpectations is therefore important to avoid the fi st problem and to ensure that the agencys performance is held appropriately accountable.Defining xpectations will at least give

31、the client and agency a common understanding of what is expected in terms of the agencys evaluation.It will allow both client and agency to focus on the most important aspects of the relationship.This in turn can allow the agency to quickly make course corrections or the client to reach a reasonable

32、 decision on considering other options.Before undertaking a full-blown agency search,the marketer should be absolutely certain that one is warranted.Reviews are often unnecessary if there are problems in an existing agency relationship that can be realistically addressed.It is usually preferable to

33、devote the time and effort required to fix a b oken agency relationship than it is to commit to the undertaking of finding a n w agency.8Client business goals and the agencys specific oles and responsibilities in achieving those goals.Obviously,you will want the agencys efforts to ultimately result

34、in some tangible measure of business improvement for example,increases in sales,market share or stock value.However,you should more precisely identify the specificactions that the agencys efforts are supposed to affect that would lead to a set objective.Is it about improving brand perception against

35、 leading competitors?Or is it about generating awareness of an important piece of news about the brand?The agency may be expected to accomplish several of these and more.With business objectives in mind,what are the tasks that you need the agency to accomplish and what are the resources they will ne

36、ed to bring to bear?Broadly speaking,what disciplines are required of the agency?Typically,these might include strategic planning,creative development and production,media planning and buying,and account service.Are any particular specialties needed within the various disciplines?In identifying the

37、disciplines required,you should also consider the relative amount of responsibility the agency will need to bear.Some tasks may be left primarily to the agency to accomplish,such as creative production or media buying.Other tasks,like overall strategic direction for the brand,may be led predominatel

38、y by the client with agency input.And some tasks,such as the development of ad strategy,may involve a shared responsibility between client and agency.In addition to the broader disciplines required,consideration should also be given to the more specific tasks o be executed by the agency.A scope of w

39、ork is used by many mar marketers to detail their needs,typically covering broader planning needs as well as executional needs.Characteristics or qualities of the marketer and the agency.Are there cultural or character traits of your organization that are important for the agency team on your busine

40、ss to share?Beyond the fundamental disciplines required,can you define xpectations of the agency in terms of how you expect them to work on your business?Do you have a preferred method or style of work that you expect the agency to adopt?Are you looking for them to operate in a relatively independen

41、t,pro-active fashion or to work more closely in day-to-day communication with your team?These are all important questions to consider when setting expectations.Agency resources and tasks.Here are a few things to consider when establishing agency expectations:12DRIVING TRANSFORMATION FOR MARKETERS&TH

42、EIR AGENCIES9Presenting a formal frontIt is important to formalize the definition of xpectations.This is particularly true of larger organizations where many people have significant in eractions with the agency.One recipe for frustration is to have a client executive communicate a set of expectation

43、s to the leadership of the agency,but then have his or her team working with the agency express one or more conflicting s ts of expectations.The marketer should develop the expectations for the agency with input from all the key relevant people in the orga-nization and should strongly consider getti

44、ng the agencys input upfront certainly before a final definition is established.t only can this help identify potential areas missed by the marketer,it alsoreinforces the foundation for a strong and communicative working relationship.Once the definition is established,it shouldbe shared with the ent

45、ire team,so that everyone is working off the same page.The needs and expectations of the agency may vary in significantways from one client business unit to the next.In such cases,these differences should be recognized and accounted for.It is also likely that the needs and expectations of the agency

46、 will change over time.The definition of agency xpectations should be regularly revisited,and revised if needed,as part of the formal agency review process.Winning at agency relationships10Beyond advertisingother marketing communications disciplinesConceptually,the need and process for defining xpec

47、tations is the same for any type of agency under consideration,whether the agency is hired for advertising,direct marketing,public relations,promotions or digital work.But the marketer must take care to avoid a one-size-fitsall app oach in assessing tasks,being cer-tain to tailor the considerations

48、to the discipline being considered.The potential tasks performed by these disciplines can be complex and varied.It is not enough to say,“I need a good below the line agency.”What type of below the line agency is needed?Or for public relations,what level of media relations or crisis management capabi

49、lities is required?For digital,is e-commerce involved and is the agency expected to contribute in this area?For promotion,is the agency expected to simply develop a promotional idea,or are they also meant to manage the implementation and provide the necessary infrastructure to ensure compliance and

50、security?For a marketer that employs multiple agencies handling distinct communications disciplines,it is important to review expectations acrossagencies.How are they expected to work together,if at all?Are they all expected to contribute to strategic direction,or is one agency expected to lead on s

51、trategy with the other agencies playing a relatively more tactical role?It is important that each agency understand its relative role.Many marketers have expressed frustration that their agencies“cant play together”or that they are“pitching for business against each other.”Certainly,agencies are oft

52、en to blame for these situations.But in many cases,the marketer shares in that blame because it has not clearly defined xpectations on these issues.11Structuring the agencyperformance evaluationIf the marketer has effectively defined the xpectations of the agency,then much of the hard work has been

53、done in terms of designing the contents of a formal evaluation tool.The criteria against which the agencys performance is to be evaluated should tie very directly to the goals and expectations definefor the agency.What does remain is the structuring of a formal evaluation tool or form that allows th

54、e marketer to thoroughly,but simply,grade the agencys performance against the defined cri eria.At this point,the evaluation of“hard”quantifiableagency performance measurements should be distinguished from the more subjective evaluation of overall agency performance.Specificall,assessments of agency

55、performance connected to measurable results-e.g.,an increase in ad awareness as measured by a tracking study-are simple to understand and review with the agency.Either the specific goals ere met or they were not.When most marketers and agencies discuss a formal performance evaluation review,they are

56、 usually referring to a more subjective evaluation of agency actions and behaviors(although agency performance reviews cover the kinds of quantifiable measures mentioned ab ve).Most subjective evaluation forms have the following in common:A simple method of scoringScoring may be accomplished through

57、 a numeric rating(e.g.,on a 1-5 or 1-10 scale),letter grading(A-F),or through simple verbal description(“outstanding,”“above average,”“average,”“below average,”and“poor,”or through such language as“meets,”“exceeds”or“fails to meet expectations”).The potential benefits of such scoring areIt allows fo

58、r a simple summation and communication of theagencys perceived performance.The marketer can more easily compare and consolidate scoringacross a number of personnel.The marketer can compare scoring from period to period.Structuring the agencyperformance evaluationWinning at agency relationships12A wr

59、itten evaluationScoring itself cannot offer sufficient insight o the agency.Also,scoring can vary as some people are tough graders while others are soft graders.A written evaluation requires the marketer to rationalize and defend the grade being provided.That is why most evaluation forms provide spa

60、ce for comments-to provide the“why”along with the“what.”For example,an agency may be graded on something such as account leadership.If they get a bad score,is it because of issues with individuals in charge of the account?Are they not being proactive on strategic issues?Are they failing to motivate

61、and inspire the larger agency team?Again,specific writ en commentary is required to prompt a specific and hopefully p oductive response.Evaluation of a number of specific performance areasMost evaluation forms are organized by the key agency disciplines-account service,strategic planning,creative,me

62、dia,etc.Within each discipline,various tasks,resources and attributes are rated.However,evaluations can also be tied to specific management-y-objective factors,regardless of agency discipline.A plan of action moving forwardIn some cases,the action plan is drafted in advance by the client to share wi

63、th the agency as part of the written review.In other cases,the review is fi st discussed with the agency and then the action plan is formalized in follow-up communication.Other components in an evaluation form might include an indication of progress(e.g.,“shows improvement”vs.“no improvement”or“gett

64、ing worse”),specificclient suggestions for improvement,an area for the respondent to briefly definhis or her role and relationship with the agency,or an acknowledgment section to be completed by the recipient after the review is delivered.DRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES13“360 Deg

65、ree”EvaluationsThe best marketers also elect to have the agency provide an evaluation of their performance as a client.The healthiest client-agency relationships maintain a high level of two-way communication.This is becoming a more common practice for agency evaluations,just as it has become more f

66、requently used in the evaluation of employees.Typical evaluation forms for the client side usually cover various functional areas that affect the working relationship with the agency.For example,the client might be evaluated on“review and approval of work.”Is clear and consistent direction being giv

67、en?Are approvals given in a timely and focused manner,or does the agency receive multiple and inconsistent layers of input that water the work down?Other areas for evaluation might include communication andsharing of information,prioritization and assignment of tasks,strategic direction,marketing pl

68、anning input,etc.The scoring or rating method should be the same as that used in the clientevaluation of the agency.Likewise,it is crucial that the agency provide written commentary to support their ratings and provide concrete feedback that allows the client to better understand where the issues li

69、e and what might be done to address those issues.Background FMCG and Pharma giant Johnson&Johnson wanted to significantly i prove the transparency of their agency relationships in several critical markets across creative,media,PR,digital,and research.While they had a consistent global format and app

70、roach,they lacked deep dive insights in key markets.Our ApproachWorking with R3 to consult on agency fees and relationships in 35 countries since 2007,Johnson&Johnson called upon us to evaluate 13 agency relationships in some specific stra egic countries.Taking a 360 degree approach,R3 conducted in

71、depth qualitative discussions with key stakeholders on both the client and agency sides to seek areas for improvement in the process.ResultsThe deep dive approach taken by Johnson&Johnson resulted in improved agency relationships with clear alignments.CASE STUDYJOHNSON&JOHNSON AGENCY evaluationWinni

72、ng at agency relationships14Managing the agency performance review processDeveloping an agency evaluation tool is only one part of the overall process.What is more important than the tool itself is how the marketer manages the review.The best-designed tool in the world will be of little value if the

73、 right executives at the client and the agency do not fully engage in using it,or if the input is gathered in such a way that clear and consistent direction is not being provided.Key considerations for managing the review include:who is to be involved,the forum and agenda for sharing the review with

74、 the agency,the timing and frequency of the review,and how to put the findings of the r view into action.Whos involved?The marketer will need to answer three primary questions:Who should participate in evaluating the agency?Who should participate in sharing the results of the evaluation with the age

75、ncy?Who should attend from the agency?123Companies answer these questions in quite varied ways.Some choose to have only a small group of very senior individuals conduct and share the evaluation with the agency,while others involve a large number of employees representing different divisions and/or m

76、arketing functions.At a minimum,the agency evaluation should involve the key manager or managers who have the ultimate responsibility for the agency relationship(those who can either make or strongly influence the hire/fire decision).yond this key person or team,consider including any individual who

77、 has a major role in working with the agency on a regular basis.In larger organizations with multiple divisions and brand teams,the number of people working with the agency might be too numerous to allow for an efficient and p oductive review process.In such cases,the client may need to designate ke

78、y division or brand leaders to conduct the review and to solicit any necessary input from their troops.These individuals can complete the review forms for consolidation by a team leader or team leaders may solicit the input informally.DRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES15Winning at a

79、gency relationshipsSome factors to consider in reaching a decision on whom to include:Size and structure of your organizationWhich departments and people are truly involved in working with the agency?Experience levelWhat is the actual experience level of the individuals involved in working with the

80、agency?Does an individual work frequently and closely with the agency or is contact too limited to warrant his or her inclusion?Is a person too new or junior to be able to provide the proper perspective?You might consider weighting the opinions of more senior/experienced team members more heavily.Wo

81、rkloadAlthough full participation in the evaluation may be desirable,other demands on your peoples time might suggest taking a divide-and-conquer approach.This does not mean that other voices need not be heard.A senior representative from a group or division can solicit input from key teammates with

82、out putting everyone through the full evaluation process.The key here is ensuring that the people on the evaluation team can be viewed by both the client and the agency as truly representative of the agency relationship.Team representationDoes inclusion or exclusion of any group or individual work f

83、or or against your own team goals?Important company partnersWould you benefit from,or be required to obtain,input from other groups not directly in the employ of the company?There may be other key marketing suppliers active enough with the client and their agency to provide some worthwhile third-par

84、ty perspective.16The performance review agendaAlong with determining the people involved,the marketer should give some thought to the specific agenda or the review of the agencys performance.What topics will be covered and how will they be presented?Time may not permit a blow-by-blow review of every

85、 single evaluation criterion,so you may want to highlight only the key areas of superior performance and any significant red flagin performance.Obviously,if the review is“360 degrees,”then sufficient timeneeds to be built in for each party to present its findings and recommendationsIn companies in w

86、hich many people have contributed to the agency evaluation,a senior executive or small group of executives should be responsible for preparing a consensus report which speaks to the agency with one voice on perceived strengths and weaknesses that are common across the client team,and also allows com

87、munication of any important issues that might be specific o a certain division or operating group in the company.Background BMW wanted to develop a win-win partnership with their newly appointed creative agency by creating a sustainable,accountable,and equitable partnership.Our ApproachThe process b

88、egan with setting Performance-Based Remuneration(PBR)in place to motivate their agency to deliver outstanding performance and results by linking performance to compensation.R3 played a role in defining the KPIs mir oring the brands own performance metrics and driving an open dialogue to identify pot

89、ential gaps in the processes.To drive continuous improvement and devise an action plan for the agency relationship,BMW consulted R3s Client Agency Performance Evaluation(CAPE)tool.ResultsThrough taking these steps,BMW cultivated agency relationship best practice through shared learning and benchmark

90、ing.CASE STUDYBMW AGENCY PERFORMANCE EVALUATIONDRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES17Plenty of room should be left on the agenda for Q&A and discussion with the agency.Ideally,the discussion will lead to some consensus on actions to be taken by the agency.If agreeing on a specific act

91、ion plan is n t part of the review agenda,then the client and agency should at least agree on a timely follow up as a planned second step.Often,the agency may well want some time to digest the findings of the r view before committing to a specific cou se of action and a timetable for accomplishing i

92、t.The location of the performance review is probably immaterial as long as it is somewhere that can comfortably accommodate the participants.Some marketers elect to conduct the review in a neutral location,away from the clients and agencys officesA formal performance review should be conducted at le

93、ast annually.In certain situations,a client and agency may want to conduct it twice a year or more for:The client and the new agency can benefit f om an evaluation after six months.TimingNew agency relationshipsa more frequent review can allow both parties to stay on top of,and accountable for,initi

94、atives in the relationship.One option is for senior representatives to get together on a quarterly or monthly basis to informally discuss aspects of the relationship,where progress has or has not been made,etc.In the normal course of business,many executives effectively make on-the-spot critiques th

95、at can be reviewed in more depth at the formal review session.Difficult relationshipsThe actual date of the review is probably not crucial although there may be advantages to timing it to coincide with annual planning cycles.In cases where performance incentives are in place,timing needs to be coord

96、inated with the measurement of results and client budgeting.The results of a review should be shared with the agency in a very timely fashion.First and foremost,it allows the agency to quickly adjust and improve upon the areas that need work and formally reinforces the areas that are working well.A

97、timely report is healthy for both the agency,which doesnt want to hang in limbo waiting for its report card,and for the client,which wants to communicate both positive and negative feedback to its agencies.Winning at agency relationships18Tying performanceto compensationPerformance IncentivesAn incr

98、easing number of marketers have implemented agency compensation plans that include performance incentives.Here are some guidelines for establishing a fair plan in the agency relationship:DialogueEnsure upfront dialogue between client and agency.For incentives to work,the agency has to understand wha

99、t the expectations and measurements for success will be.The agency should be allowed input into the plan.The more the client and agency can share the agenda,the more likely the agency will focus its energies in the most productive fashion on behalf of the client.Measurable goalsIt is crucial that th

100、e performance desired be measured in some reasonably objective fashion.For example,a goal of improved advertising awareness can be effectively measured via an on-going tracking study;holding the agencys performance evaluation and compensation to anything less(e.g.,anecdotal evidence or client judgme

101、nt)would be unfair.It is also important to consider timing.How much time should be given to reasonably measure the performance,and can the evaluation take place within the clients annual review and budget period?Regular review and tweaksJust as with agency performance evaluations,incentive plans ben

102、efit f om regular review and adjustment.Certain goals may be achieved,requiring client and agency to agree upon new goals.Or business or company directions and requirements may change,likewise forcing a reconsideration of the incentive goals.Reach goalsGoals that“stretch,”but are realistically achie

103、vable are key to both pushing and rewarding the agency for superior performance.But the incentive goals must be realistic;otherwise,the agency will see no hope of achieving them and the incentives will become meaningless.For example,if advertising awareness levels are currently at 50%and the client

104、is not planning a spending increase,it might 1219Risk&RewardBoth sides can benefit financially the agency can earn ave-average profits,and the client does not have to pay as much for performance that misses the original objectives.For a marketer to meaningfully motivate an agency through performance

105、 incentives,the agency must agree that the plan will result in compensation that is better than what it could achieve under a traditional plan.Good incentive plans offer an appropriate level of“risk and reward.”BudgetThe appropriate amount should be set aside to cover the incentive,if achieved:an in

106、centive can quickly turn into a disincentive,and a sore point in the client-agency relationship,if the appropriate budget is not available to cover it.be reasonable to incentivize the agency based on increasing awareness 5-10%through smarter planning and buying or a stronger creative message.But it

107、might be unreasonable to expect awareness to jump 20%.The client and agency must look at each situation and come to a mutual decision on appropriate goals based on historical experience and an understanding of current market and company dynamics.Although ultimately subjective in nature,many marketer

108、s do include agency evaluations as part of their incentive plans.One reason for this is that such evaluations can be directly tied to what the agency is doing,whereas sales and other business goals are influenced y other factors outside the agencys control.Most agency evaluation forms include a meth

109、od of grading that can be tied to incentive compensation.If numeric e.g.,a 10-point scale-the agency might receive a small incentive for performing better than average(a 6-8 rating)and an even larger bonusfor performing well above average(an8-10 rating).If not numeric,the agencyaward might be earned

110、 if achievingan“above average”rating across thevarious criteria being graded.$Winning at agency relationships20Building stronger partnerships through transparencyThe tools,methods and management of agency performance evaluationvary considerably because every client organization is different,and each

111、 organization develops its own unique approach that best serves its needs.The process should be handled professionally and as objectively as possible.Agency contributions involve people and ideas which,by their very nature,can be subjective areas of evaluation.But to the degree possible,evaluations

112、should not be“personal”or punitive.The evaluation may lead to disciplinar consequences if problems are not corrected,but the actual review of the evaluation with the agency should focus on the issues and the solutions.Formal agency performance evaluations do not take the place of on-going and inform

113、al dialogue between the client and the agency.Rather,they complement such a dialogue,allowing for periodic confirmation of issues andopportunities and for formal plans of action.DRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES21Winning at agency relationships22About R3What we doWe are an independ

114、ent transformation consultancy hired by CMOs to make their marketing more measurable and accountable to business impact.How we do itOUR REASON FOR BEINGIn a word,we are about transformation.R3 was established in 2002 in response to an increasing need from marketers to enhance their return on marketi

115、ng,media and agency investments,and to improve efficiency and effectiveness.We want to help CMOs make marketing accountable.OUR BACKGROUNDWeve worked with more than one hundred companies on global,regional and local assignments to drive efficiency and effectiveness.We have talent based in the US,Asi

116、a Pacific and Europe and partners in LATAM and Africa.Through global work for Samsung,Coca-Cola,Johnson&Johnson,Visa,Unilever,and others,we have developed robust benchmarks and process targets for more than 70 countries.We invest in the best talent,bringing in senior leadersfrom marketing,agency and

117、 analytic backgrounds.Were independent.Because were not yourmarketing team or agencies,were empoweredto be honest and transparent.We use external benchmarks.We haveproprietary data pools to inform our in-depth analysis.Since 2002,weve interviewed more than 2,000marketers about their agency relations

118、.Since 2006,weve spoken to more than 80,000consumers in Chinas top-twenty cities andcontinue to do so every three months.We have co-developed software to measureagency and media performance.Each month,we exclusively track over 500 agencynew business wins,as well as 100s of deals in themarketing M&A

119、space.We have insight into global best practice.We workwith companies who want to do best-in-classmarketing across diverse categories and geographies.We authored the book“Global CMO”about marketersleading Digital Transformation around the world.We maintain an ongoing database of media costsfor key m

120、arkets.RETURN ON AGENCIESWe help marketers find,pay and keep the best possible agency relationships covering Creative,Media,PR,Digital,Social,Performance,Event,Promotions and CRM.We take the lead on improving the Integration process through proprietary software and consulting.RETURN ON MEDIAWe offer

121、 professional analysis of the media process,planning and buying with proprietary benchmarks and tools to set and measureperformance.We conduct financial audits to validate and benchmark transparency.RETURN ON INVESTMENTUsing a bespoke and proprietary methodology,we help benchmark and provide insight

122、s into how your digital strategies perform in your category and across categories.Driving Transformation for Marketers and Their AgenciesDRIVING TRANSFORMATION FOR MARKETERS&THEIR AGENCIES23Social MediaAsia PacificEuropeContact W more information,please contact:USDave Edwards EVP,Global Growth EMEAM

123、artha EvansGrowth Manager,EMEA APACMelvin OngVP Growth,APAC CHINASabrina LeeManaging Director,China New York79 Madison Ave8th FloorNew York,NY 10016T+1 646 416 8088London68-80 Hanbury St,LondonE1 5JLTT+44 20 7998 9588ShanghaiRoom 802,80 North Shaanxi RoadJing An DistrictShanghai,PRC,200041T+8621 621

124、2 2310JakartaRevenue Tower 25-107 Jl.Jend.Sudirman Kav.52-53,Kebayoran Baru Revenue Tower-District 8 SCBD,Jakarta Selatan 12190T+65 6805 4050SydneyLevel 26,1 Bligh Street Sydney,NSW 2000BeijingA1906,Chaowai SOHO No.6B Chaowai Street Chaoyang District Beijing 100020,China T+8610 5900 4733 F+8610 5900 4732Singapore1 Keong Saik RoadSingapore 089109T+65 6805 4050Hong Kong23/F,One Island East 18 Westlands Road Hong KongT+852 3750 7980NORTH AMERICA