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 "insider Tips For Getting The Best Deals On Travel Insurance In Australia" - Dan Berghaus, Senior Customer Success Manager for New Perspective, sat down with Jana Martin to talk about clients and marketing agencies, including how clients find the agency that's the best fit. Here are the highlights from their conversation: The partnership Jana Martin: Let's talk about what clients want in a good relationship with their marketing agency. What is most important? Dan Berghaus: In the best client relationships we treat each other like team members - it's a true partnership. That synergy sets everything up for success. I think most clients are looking for that kind of partnership. Trust starts to build when a client sees deliverables they're happy with, and results come that they didn't expect. But clients should always know that their agency has their back. JM: How do clients know if an agency is the right fit? DB: Find an agency you want to work for. Maybe you started things off with a good conversation, or during the sales process immediately felt synergy and trust - those are signs that it could be a good partnership. Also, make sure what you're looking for is in their core competencies: if your industry relies on print work, don't go with a digital marketing agency. JM: How important is it to find an agency with experience in your industry? DB: It's more important to have an agency that gets your needs, but if it's the same as your passion that's fine. New Perspective is passionate about sustainability and cleantech, and we work very well with sustainability-focused clients, but that's certainly not the industry we work in. Over the past year I have watched our team work in new industries and do very well. JM: If you were a startup, would you go for a small or large agency? DB: I would look at smaller digital marketing firms. If you're a startup going to a bigger agency with 30, 40, 50 plus team members, they have a lot of clients. Chances are you'll get lost in the mix. Make sure an agency treats you as a partner and can prioritize your work even if you don't have the biggest budget, the longest history or the most funding. JM: What is a bad partnership between a client and an agency? DB: When the client/agency relationship feels transactional, it's harder to get to know each other or align on a common goal. If one party is not fully committed to what needs to happen for a successful partnership, things will not work. From an agency's point of view, if the client misses scheduled meetings or shows up late, or can't take the time to review deliverables put together by the agency, for example, that's not a good idea. indicator. From a client's point of view, one thing to watch out for is whether you can pick up the phone and talk to your agency's point of contact right away. If you don't feel mutual trust and respect, you may not be in the right agency. JM: What should clients understand about their role? DB: A client should be as invested as their agency. The less successful clients are the ones who give us the first direction and then disappear for months. Especially when we onboard them, we rely on them for industry expertise. We can't call ourselves their industry or brand expert right away: we need them to help us get up to speed. Once we are, we can take things and run with them, but we still need long-term collaboration. The process JM: How do you structure the process? DB: When we first onboard a new client, there are one to two months full of meetings trying to understand every little piece — the history of their brand, key audiences, products , and how it all came about. We talk almost every day, either on the phone or Zoom or through digital communication. There may be several different team members involved as well as the CSM. Then we pivot to weekly or biweekly meetings, usually with the CSM. At that point there's a lot going on in the background, and we use regular touch points to provide updates and progress reports and make sure we're both on track for delivery dates. But communication should be open: if you need to shoot your CSM an email or get on the phone, do it. Any of the CSMs here will be happy to talk to their clients about what's going on. Many clients like to see a game plan so they know the goals they've identified for their business are being actively worked on. I also like to curate a wish list of things clients have mentioned they want to address at some point, so we can prioritize them going forward. With some clients we work on a quarterly cadence, others annually, but there is a need to fluctuate every month as last minute things pop up. JM: What is the role of communication between client and agency regarding planning? DB: Communication is very important — especially in planning. When clients and agencies have a good relationship and have mutual respect and trust, it is easy to have a frank conversation about the need to shift the direction of a new priority or action item. On our end, if we are faced with some kind of unexpected delay, we immediately inform a client. We want the same thing from clients. If a client has a big event coming up that will wipe out all their resources for a month, we need to know. If we plan to work together in the future, we can plan things for that time that we can do independently, so that the focus of the client, in this case, can be devoted to their future activity. Ask questions so you can be confident your marketing agency is using the right channels and talking to the right audiences. You need to understand what the agency is doing for you. Many times clients have their own understanding of a marketing goal, and only through conversations can we find a better route than what they first thought. JM: Do you think it can be difficult for clients to see this process as a long game? DB: It is important for the agency to let clients know when they will start seeing results. Things like SEO or results for paid ad campaigns evolve and build over time. It can take a month to finalize the ad copy for a Google ad campaign and a few more weeks to figure out which audience we want to hit. Then those ads need to run for a month or two before we can get baseline metrics and understand what the audience is engaging with. If this mindset is put in front, then hopefully, clients will be more comfortable in the process which is a long game. JM: What is the best way to ensure that all stakeholders are working together? DB: There is a saying - death by committee. It's not that we don't want everyone's opinion or expertise. But once you start doing that, you really open yourself up to wanting perfection rather than improvement. Then things probably won't happen as easily. Let someone be the intermediary between the client and the agency, the one who collects feedback from their side, returns it and has the authority to give approvals. Having a designated driver can really help move things along and keep communication and expectations clear. Expectations and behavior JM: Let's talk about expectations over time. What do you want clients to know? DB: Know that there are short-term, long-term, and flexible goals that can be achieved at once. When we plan scopes, I like to have some short-term things, like a design deliverable, where clients can see an immediate result of their investment. But there are always long-term things going on that the rest of the agency team is working on, whether it's optimizing ad campaigns or doing a boatload of technical updates to a website. They may not be visible to the client, but they are critical for success. There are also times when we need to adjust, like a big industry update that changes the landscape – we need to be able to move quickly to respond to it. But if we constantly need to make pivots or updates, and you're constantly rescoping, progress can be lost. JM: What are your thoughts on meetings and feedback? DB: Show up on scheduled calls — this is very important for client development. Use that time (whether it's 30 or 60 minutes per week), to look at a deliverable and give real-time feedback so we're all working from the same page. If for some reason you can't make the call - maybe you're tied up in your own deliveries, then delegate to another member of your team. Those calls are not just part of an action. Let's look at metrics from past campaigns and pick out key themes that will help

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