Day: September 23, 2003

Richard Bailey’s excellent PR Studies blog has been tracking the discussion around Patrick Weever’s anti-spin campaign.

Earlier this month Patrick wrote in the UK Observer, an interesting piece on the danger of PR and Journalism education intermingling – with particular reference to the University of Sunderland.

Last Sunday there was an interesting response from Chris Rushton, head of journalism and PR at the University, who argues that journalists need to understand PR.

“Now, it is virtually impossible to write a story for publication without having to cross swords with a public relations executive, communications manager, external relations officer, etc – often several, each representing a different interest.”

Following my post last week on Agency Analytics, their CEO Michael Young was in touch to respond to some of my points.

In reply to my comment:

�While this offering is interesting, in that it’s in my knowledge unique, I’m not sure of the value proposition here.  My feeling is that your agency is measured by the client’s level of satisfaction with the agency’s work, advice and ultimately outcomes. I’m not sure where these guys fit in to the process.�

Michael writes:

“Yes, we are unique; I�m the first poacher to turn gamekeeper.  Who better to show clients what is really going on inside their agency.

Our radical approach to measurement does beget the question about value proposition, but try this on for size.   Large agencies operate on a productivity model better suited for the 1950s (probably the early Industrial Age), than the early 21^st century, which is exacerbated by high turnover, poor training, shoddy systems and non-existent process control.  

The net effect is that client�s budgets are burnt up at a harsh and needless clip.  Agency Analytics helps clients recover and recapture the lost or hidden value in their PR spend, which exceeds 20 percent in most cases and sometimes much more�it�s a pretty compelling value proposition when clients hear it.  Agencies do a good job of papering over their inefficiencies but, clients know it, agencies know it.  It�s just that no one has cracked the code �til now

You�re right the old way to measure the agency was based on client satisfaction and quality of work and outcomes and all that other stuff, which is still important, but every client is looking to save money and improve productivity, we just give them the tools to do it objectively.  If you want to see a CFO high-five his Communication of VP, show him how much more his money bought this quarter than last.” 

Anyone want to share their thoughts on this? 

I personally think that Agency Analytics need to get out and talk with agency owners, because it does seem (from their perspective) like all stick and no carrot!

I am sure there are some agency readers and/or freelancers with pertinent thoughts….