Revolutionize your revenue model.

To remain relevant — and profitable — agencies must regularly reevaluate their offerings to ensure they are optimizing the dynamics of the long tail of the advertising business …

Have you had the experience of signing up for an exciting new software product that, over time, kept adding so many features that the functionality which attracted you in the first place became buried in a sea of features that you didn’t want or need? This is the phenomenon of “featuritis,” and agencies around the world suffer from the effects of an unfocused business strategy …

When we look around the advertising agency industry for examples of truly transformative business models, most of these renovations are cosmetic at best. Agency leadership teams emerge from offsite planning meetings with pronouncements that the firm will undergo a “restructuring” that usually results in nothing more than a new website featuring yet more offerings tacked onto an already overly ambitious service set ...

If you’re building a business you plan to sell someday, to get maximum value, you must go well beyond the checklist provided by M&A consultants. Labor-based businesses like agencies can make poor investments because their main assets—client relationships and talent—can be fleeting. Acquisitions in other sectors usually come with more concrete assets—products, patents, licenses, and other forms of intellectual property ...

Click on the “Services” section of an agency website and you’ll be served with a bullet-point list of widely-available capabilities and competencies. The introductory copy explains that the agency will carefully assemble the right combination of services to meet the specific needs of prospective clients. This unimaginative approach to describing your firm makes it almost impossible for marketers to differentiate your firm from the “sea of sameness” that pervades the industry. …

Click on the “Services” section of an agency website and you’ll be served with a bullet-point list of widely-available capabilities and competencies. The introductory copy explains that the agency will carefully assemble the right combination of services to meet the specific needs of prospective clients. This unimaginative approach to describing your firm makes it almost impossible for marketers to differentiate your firm from the “sea of sameness” that pervades the industry. …

When you make the decision to implement a new revenue model in your firm, one of the essential first steps is to arm your front-line executives with the language and framework they need to sell in solution-based pricing to both clients and prospects. …

“If we complete a project in 30 minutes, it’s because we spent 10 years learning how to complete that project in 30 minutes. You owe us for the years, not the minutes.” These two sentences represent the very essence of the concept of pricing based on value instead of cost …

Most agencies walk into compensation discussions armed with a defense of their costs (spreadsheets populated with people and estimated hours) but have spent virtually no time or energy comprehending the value they’re about to create for their clients. It’s little wonder that the senior executives at most agencies are easy prey for the tactics of professional buyers in compensation and contract negotiations …

Let’s imagine that tomorrow you begin your business day confronted with a startling announcement in the business press: governments around the world have suddenly banned the use of hourly billing. Can you and your colleagues continue to run a successful business — like the agencies in the pre-timesheet era prior to the 1980s — or would your firm have to close its doors …

Can the same kind of "feature fatigue" made famous by over-engineered electronic devices apply just as well to a professional services firm? Absolutely, and it produces largely the same effects …

If this headline describes how you’re feeling about “value-based pricing,” this article was written especially for you. In the countless conversations our firm has had with agency executives about their revenue models, many have expressed this sentiment. But for those of us who teach value-led pricing, the most distressing comment we hear from agency professionals is, “Well, this all sounds good in theory, but …”

It’s clear that agencies can benefit substantially from changing their revenue model. And on the client side, smart marketers realize that a healthy agency ecosystem is good for the entire industry. The money spent by brands on marketing will have a much stronger impact in the marketplace if their agency partners are staffed with bright, innovative people — well-paid professionals who are capable of creating exponential value for their clients …

Persistent predictions of the imminent death of the advertising agency business have caused many industry executives to stop taking these prophecies seriously. No doubt our industry needs faster adoption of new digital technologies. But the real culprit is a decades-long trend of agencies doing more and more work for less and less money. To say that the current iteration of advertising agency business is on its deathbed is no exaggeration.

When it comes to pricing, knowing how to count is not nearly as important as knowing what counts in the mind of the buyer. Pricing is a judgment, not a calculation, and it must be done by people who can assess the value created, not compute the costs incurred …

In the agency business, your clients don’t buy ingredients, they buy increased market share, improved brand reputation, or a seamless customer service experience. Professional proficiency in core areas is the foundation of what you sell, but your clients are paying for a finished product, not an assemblage of qualifications …

Hourly billing produces a soul-crushing culture. But it’s in your power to change it. If you lead or manage a professional services firm, you can redirect the internal narrative away from “be efficient” to “be effective.” The result among your fellow professionals is nothing short of transformational …

Next time your client tells you the objective of a campaign is “sales,” politely insist that you engage the agency client-team in a more thorough exploration of what constitutes success. This will help transform a transaction-based relationship into one guided by a shared commitment to achieve clear marketplace results …

Have you finally buried the billable hour? If you’ve joined the pricing revolution, your firm is enjoying the benefits of a modern revenue model that generates profits in ways that have nothing to do with hours logged on timesheets. But your operations and finance teams may still be insisting that time tracking is required to effectively manage internal resources …

There will come a time (sooner than we think) that the billable hour will completely disappear from the world of professional services. If you’re currently employed by a firm in the marketing services business, this is likely to happen within your lifetime. Here’s how to proclaim the change to your associates, your prospects, and your clients …

It's true that the hourly rate still dominates the compensation structures of the most professional services firms around the globe. But the seeds of its dismantling are being sown, in some unexpected ways from unexpected sources. Many of us who study the topic believe it's now just a matter of time until the hourly rate is properly laid to rest in the graveyard of bad business ideas …

Is marketing a profession? This is actually an important question for people the businesses like advertising agencies. Many practitioners feel that because they have devoted their careers to this discipline, they are “professionals” in the sense that they know their jobs well and take their work seriously.