UTTL What Clients Think 2017

WHAT
CLIENTS
THINK
2017
A report based on 455 client
interviews conducted on
behalf of design agencies.
I N A S S O C I AT I O N W I T H
© UP TO THE LIGHT
1. INTRODUCTION
Up to the Light is the leading provider of Client Surveys

to the UK design industry. This is our fourth ‘What
Clients Think’ report and we are delighted that the report
has rapidly become a definitive annual barometer of the
client/agency relationship.
The 2017 report is based on 455 client interviews that
Up to the Light conducted during 2016. All the interviews
were commissioned by design agencies who recognised
that interviews provide richer and more useful
information than online surveys.
Names of the individual agencies and clients involved
are confidential. However, we can share some interesting
statistics when looking across all 455 interviews. As in
previous years, it is a fascinating snapshot of the client
viewpoint and provides important pointers for how
agencies can strengthen their client relationships.
The report is divided into 3 sections. Firstly, ‘Client
World’ looks at bigger picture client concerns and
issues. Secondly, ‘Winning Clients’ looks at agency
new business activity and pitching. Thirdly, ‘Retaining
& Growing Clients’ covers client service and client
development issues.
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INTRODUCTION
About the agencies
All the design agencies Specifically: The design agencies cover every
commissioned Up to the Light discipline and range in size from
- Understand current perceptions
to conduct a Client Survey with 5 employees to over 100.
of the agency’s strengths and
their key clients. The purpose
weaknesses.
was to monitor the health of their
most important client/agency - Understand which boxes clients are
relationships. putting them in, whether fairly or
unfairly.
- Provide a better understanding of
client needs and concerns.
- Identify client development
opportunities.
- Highlight client service measures
that can improve the relationship.
- Spot any problems early so that
they can be dealt with proactively.
- Understand how they are
compared to competitor agencies.
- Provide an assessment of client
perceptions across areas such
as creativity, value for money,
ability to add value, proactivity,
effective listening and commercial
awareness.
- Understand how clients see the
market more generally – trends and
concerns.
- Assess the levels of client loyalty.
INTRODUCTION
About the clients
The 455 interviews are across a very Different areas represented include: Job titles of people interviewed range
broad range of clients – different from Chief Executives and Board
- Food and drink manufacturers
industries, UK and international, Directors of major organisations
business to business, business to - Fashion retailers to Brand Managers. However, they
consumer, not for profit. all have responsibility for buying
- Other high street retailers
design and have a relationship with a
- Supermarkets design agency. Most interviewees are
- Department stores responsible for day to day dealings
with the design agency, whilst some
- Government have a more senior overseeing or
- Higher education ultimate responsibility role.
- Financial services
- Pharmaceuticals
- Health care
- Charities
- Automotive
- Professional services
- Hi tech/software
INTRODUCTION
About the interviews
All the interviewees were first Many clients are now used to
asked by their design agency for taking part in such an exercise and
permission to be interviewed by are impressed that their agency
Up to the Light on their behalf. is taking the trouble to conduct
an independent Client Survey.
Consequently, they take time to
give considered answers and most
interviews last 30-45 minutes. Some
are considerably longer.
All 455 interviews were conducted

on the telephone. The statistics
in this report are based on a core
question set that was used across all
455 interviews, rather than bespoke
questions that we use to probe issues
specific to a particular client/agency
relationship.
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CLIENT
WORLD
C L I E N T WO R LD
1.1 Wider issues
88% 67%
OF CLIENTS EXPECT THE BUSINESS OF CLIENTS STATED THEY ARE UNABLE

ENVIRONMENT TO BE TOUGHER THIS TO GIVE AS MUCH CONSIDERATION TO
YEAR THAN LAST YEAR LONGER TERM BRAND BUILDING AS THEY
WOULD LIKE
Clients’ answers were influenced by factors such as Brexit Pressures on clients for quick wins and short term
uncertainty, increased downward pressure on budgets and results seem more intense than ever.
intense competition in most markets.
C L I E N T WO R LD
1.1 Wider issues
52%
OF CLIENTS BELIEVE THAT ‘DIGITAL’

IS NOT FULLY UNDERSTOOD AND
SUPPORTED AT BOARD LEVEL IN THEIR
ORGANISATION
Many marketers are still frustrated by a perceived lack of digital

understanding at the most senior level in their organisation.
C L I E N T WO R LD
1.1 Wider issues
What are Budget squeezing

the biggest The need to ‘do more with less’ is a familiar theme across the
overarching interviews. There seems to be no let-up in the general pressure
client on budgets.
concerns?
Increasing competition
Almost every client views their market as intensely competitive.
They may be concerned about a more agile competitor, new market
entrants or a more demanding, price conscious customer. Whatever
the particular situation, the message is that no market stands still.
The need to stand out

A consequence of increased competition, ‘noisy’ markets and
less attentive customers is that it becomes more challenging for
brands to stand out. As ever, agency ‘creativity’ has an important
role to play.
C L I E N T WO R LD
1.2 The ‘reputation’ of design
87% 86%
OF CLIENTS VIEW ‘GOOD DESIGN’ AS A OF CLIENTS PERCEIVE THE CREATIVE

VERY IMPORTANT CONTRIBUTOR TO STANDARDS OF UK DESIGN AGENCIES TO
BRAND SUCCESS BE ‘VERY HIGH’
Most clients readily accept that design is a potentially As in last year’s report, most clients acknowledge that there is a lot
powerful tool in the marketing armoury. of really good work being done and that it is not difficult to select an
agency that will do a good creative job. Therefore, other selection
factors come heavily into play. The work doesn’t speak for itself!
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C L I E N T WO R LD
1.2 The ‘reputation’ of design
6%
OF CLIENTS BELIEVE THAT THEIR DESIGN

AGENCY IS ‘IN THE BOARDROOM’
‘In the Boardroom’ means that the agency has a reputation at

the client that goes to the top and has some good Board level
relationships at the client organisation. While design is viewed as
important, agencies struggle to influence clients at the very highest
levels, especially when compared to management consultancies
and advertising agencies.
C L I E N T WO R LD
1.3 Agency jargon
Many clients expressed a degree of cynicism about the following words and phrases:
‘Integrated’ ‘Full service’ ‘Digital’ ‘Storytelling’

What does it mean? In clients’ eyes there This is a very big, Nothing wrong with
So many agencies say are very few agencies umbrella term. More the principle of ‘brand
it but hardly anyone that are truly ‘full or less every agency storytelling’ but it’s
actually delivers it. service’. Clients are claims to offer ‘digital’ something that a lot
It seems to have generally very critical but being a digital of agencies now talk
become a devalued of agencies that over specialist is altogether about. It seems to be
word. claim, preferring different. Most clients part of design agency
them to be honest seem to favour digital lingo. For some
about their core ‘specialists’ for more clients, the phrase is
competencies. involved projects. becoming a little trite.
WINNING
CLIENTS
WINNING CLIENTS
2.1. The agency website
Clients tend to take a fairly functional

view of the agency website. There is a
general dislike of anything overtly clever
or flashy that gets in the way. For new
business purposes, the agency website
is about the fast extraction of useful
information.
WINNING CLIENTS
68% 90%
OF CLIENTS BELIEVE THAT MOST AGENCY OF CLIENTS WANT A WEBSITE TO

WEBSITES FAIL TO COMMUNICATE THE QUICKLY SHOW THEM WHAT THE
AGENCY’S DIFFERENCE AGENCY IS BEST AT
In clients’ eyes, there are a mass of largely undifferentiated, The agency positioning is important but clients also need to quickly
generalist design agencies. cut through to core competencies. What does this agency do, what is
it best at? That doesn’t necessarily mean a shopping list of services. It’s
about clients being able to say, ‘This is where that agency excels.’
WINNING CLIENTS
57% 48%
OF CLIENTS BELIEVE THAT WEBSITE CASE OF CLIENTS FEEL THAT MOST AGENCY
STUDIES LACK BUSINESS CONTEXT WEBSITES FAIL TO ANSWER THE
QUESTION, ‘WHAT ARE THEY LIKE
TO WORK WITH?’
Most clients look at case studies seeking the answers to A difficult question for agencies to answer on a website but it is
strategic questions, rather than wanting a general impression something that clients tend to probe once initial questions about
of agency flair and creativity. credibility and relevant experience have been answered.
WINNING CLIENTS
2.2 Social media
Our interviews reveal that agency activity on

Twitter, Facebook and Instagram is largely
irrelevant for clients, and that these platforms
are mainly communicating to employees and
industry peers.
94%
OF CLIENTS CLAIM NOT TO FOLLOW

THEIR INCUMBENT AGENCY ON
SOCIAL MEDIA.
Clients usually say they are ‘too busy’ to do so.
WINNING CLIENTS
2.2 Social media
96% 97%
OF CLIENTS CLAIM NOT TO FOLLOW ANY OF CLIENTS CLAIM TO BE ON LINKEDIN

DESIGN AGENCY ON SOCIAL MEDIA AND TO USE THIS PLATFORM
The chances of a client following an agency that they are LinkedIn appears to be far and away the most useful platform
not currently working with are very slim. for business development purposes.
WINNING CLIENTS
2.3 New business activity
81%
17
OF CLIENTS LIKE TO ‘DISCOVER’ A NEW NEW BUSINESS APPROACHES
AGENCY RATHER THAN FEEL ‘SOLD TO’ EVERY DAY
How can agencies attract clients to them rather than conventional This is the average number of new business approaches that
‘selling’? This represents the need for a dramatic shift away from clients are fielding each day from agencies of different disciplines.
credentials based ‘selling’ to knowledge sharing. An increase on last year.
WINNING CLIENTS
92% 79%
OF CLIENTS ‘HATE’ COLD CALLS OF CLIENTS SAY THEY ARE ‘TOO

FROM AGENCIES AND NEW BUSINESS BUSY’ TO SEE SPECULATIVE AGENCY
COMPANIES ‘CREDENTIALS PRESENTATIONS’
Most clients now associate their landline telephone Clients are generally too busy to window shop. Conventional
with unsolicited sales calls. ‘credentials presentations’ are becoming outmoded. After all, most
of this information is probably available on the agency’s website.
C L I E N T WO R LD
1.1 Wider issues
Top 3 reasons why ‘A specific view on my brand’

clients see speculative Surprisingly few new business approaches by agencies are totally
agency presentations brand specific. In other words, ‘We’ve noticed this problem or
A ‘speculative’ presentation is
issue about your brand…’ These approaches naturally take more
stimulated by an agency that the time and preparation, but this research shows that they are easily
client is not currently working with
and where there is generally no the most effective means of starting a dialogue with a potential
direct link to a specific project. new client.
‘They’ve talked to my customers’

Primary research with a brand’s customers is difficult to resist.
The choice of subject area is key as many clients already have
market research at their fingertips.
‘They’ve just done a really relevant project’

The agency may have just addressed a very similar challenge
or worked with a brand that is in some way close to the client’s
situation. Of course, there is an agency skill in how to make a
particular project truly relevant to a potential client.
Trends, consumer and market observations also serve as more

effective door openers. By contrast, purely credentials-led
approaches are generally falling on deaf ears.
WINNING CLIENTS
66% 64%
OF CLIENTS PREFER TO TALK TO AGENCY OF CLIENTS FIND AGENCY CASE STUDIES

OWNERS/PRINCIPALS RATHER THAN NOT AS HELPFUL AS THEY WOULD LIKE
‘SALES PEOPLE’ THEM TO BE
Is this an argument against job titles such as ‘Business Development Typical client complaints are that case studies can suffer from a lack of
Manager’ which tend to turn clients off? It is also a reinforcement of business context or that they are not properly tailored to demonstrate
what we all know to be true – the best people to sell a business relevance. Too many agency case studies feel ‘off the shelf’.
are its owners/principals.
WINNING CLIENTS
72%
OF CLIENTS WITH AN AGENCY ROSTER

OR ‘PREFERRED SUPPLIERS’ LIST ARE
PREPARED TO BREAK AWAY FROM IT
For the right agency with the right experience and expertise.
WINNING CLIENTS
2.4 Pitching
99% 33%
OF CLIENTS BELIEVE THAT A PITCH IS OF INCUMBENT AGENCIES HAVE A

GOOD BUSINESS PRACTICE FOR HIGH CHANCE OF RETAINING THE BUSINESS
VALUE PROJECTS ONCE A PITCH HAS BEEN CALLED
As in previous reports, the vast majority of clients consider a pitch to This figure is for bigger pitches which are part and parcel
be ‘best practice’ and a matter of straightforward ‘due diligence.’ It is of a fundamental review of the brand’s approach, rather than
important to note that this statistic applies to ‘high value’ pitches. The for smaller projects.
definition of ‘high value’ differs depending on the market.
WINNING CLIENTS
2.4 Pitching
8% 68%
AGENCIES THAT HAVE NOT MET THE OF CLIENTS WOULD NOT EXPECT TO PAY
CLIENT FACE TO FACE BEFORE THE PITCH FOR A CREATIVE PITCH
PRESENTATION ONLY HAVE AN
8% CHANCE OF WINNING
If you can’t meet the client face to face before the pitch, A similarly high percentage as last year. Many agencies seem
then is it worth pitching? willing to free pitch when the carrot is big enough, despite what
they may say publicly.
WINNING CLIENTS
2.4 Pitching
The top 3 concerns

about selecting a
small agency. Things
that a smaller agency ‘They will be too ‘Too dependent upon ‘Client service will not
may have to counter stretched’ 1 or 2 key people’ be as organised’
in a pitch:
A concern that a What happens if a key The smaller agency’s
smaller agency may person leaves? Is there approach to account
not be able to cope enough depth in the management can feel
with a high workload. agency? less buttoned down.
Will this involve more
work for the client?
WINNING CLIENTS
2.4 Pitching
The top 3 concerns

about selecting a
large agency. Things
that a larger agency ‘Their approach is ‘Will they really care?’ ‘Will they keep
may have to counter less flexible’ surprising me?’
in a pitch:
There can be a fear Will the client be The bigger agency can
that the client will have important to the larger often be reassuring in
to work to the large agency or just another terms of experience
agency’s agenda and client? Will senior, and credentials, but
rigid processes. experienced people is there something a
be working on the touch more formulaic
business in a consistent and predictable versus
way? the smaller agency?
WINNING CLIENTS
2.4 Pitching
The top 5 reasons

why agencies win First: ‘We feel we can work well with them’ It is often the softer factors that
pitches: win pitches. Will they be good to work with? Are they enthusiastic but still
consultative? Are they strong individuals who will work well as a team?
Second: ‘They get it’ This is a much-used phrase about agencies in pitches, used
either positively, ‘They get it’ or negatively, ‘They didn’t get it.’ Agencies that
‘get it’ understand the client’s anxieties. They are able to interpret and move
the brief on, not simply replay it. They understand the project’s complexities
and challenges, but have an ability to express these in a simple, clear way.
Third: ‘The best creative approach’ The fruits of ‘they get it’ are creative concepts
that nail the brief but also often transcend initial expectations at brief stage.
Fourth: ‘Delivery’ Sometimes an area that agencies fail to sufficiently cover.
‘Delivery’ is the area of biggest potential client embarrassment. There is
usually one person on a pitch panel who has had a ‘bad experience’ with
an agency. This is usually around client service or production, rather than
thinking or creativity. They are waiting for reassurance.
Fifth: ‘Extra effort’ The winner put in that extra effort’ is a frequent comment.
This could be a more rigorous competitive review, conducting more
research with customers, site visits beyond the obvious flagship destination
or more work to bring a recommended creative concept to life across
different channels and formats.
RETAINING
& GROWING
CLIENTS
R E TA I N I N G & G R OW I N G C L I E N T S
3.1 Client expectations
Clients were asked for the main expectations of their design agency.
These are the top 5.
First: Second: Third: Fourth: Fifth:
‘On time and on budget’ ‘Challenge us’ ‘Consistently high quality ‘Teamwork’ ‘Brand and market
creative work’ understanding’
Perhaps not the most Most agencies constructively It is perhaps surprising that This isn’t just about the Most design agencies know
exciting expectation but a challenge at the start of a creativity is only third on the agency’s ability to work well as much as they need to
vital one for clients. Like last relationship but it can be list. This may reflect the fact with the client. It is also know in order to engage
year’s report, ‘on time and difficult to maintain this as that, to some extent, high about the ability to work with the project and answer
on budget’ comes above the months go on. Clients quality creative work is a harmoniously with other the brief. However, clients
‘creativity’ as the primary are quick to spot when their given. The word ‘consistent’ agencies as part of a bigger are often conscious that
client expectation. Failing agency starts to fall back is important. Clients prefer team. For many clients, this more knowledge would
to deliver on time and on to a more reactive, ‘brief a reliable, consistent high is becoming an increasingly enable the agency to be
budget has the potential to taker’ position. Constructive standard to peaks of genius important consideration. more proactive and more
cause the client far more challenge helps transform accompanied by dips in credible when proposing
aggravation that mediocre good client/agency quality. ideas.
creativity. relationships into excellent
ones.
3.1 Client expectations
14%
OF CLIENTS BELIEVE THAT THEIR DESIGN

AGENCY ‘REGULARLY EXCEEDS’ THEIR
EXPECTATIONS
Clients were asked to describe their top expectations of the agency

and then to what extent these expectations are met. Whilst ‘regularly
exceeds’ is a low percentage, it is important to note that their
expectations can be quite broad ranging and encompass different
aspects of the relationship. If their expectations only referred to quality
of creative work, then this figure would be much higher.
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3.2 Costs
88% 49%
OF CLIENTS STATED THAT THEY ARE OF CLIENTS BELIEVE THAT AGENCIES ARE
‘UNDER SOME PRESSURE’ TO REDUCE NOT FLEXIBLE ENOUGH ON COSTS
AGENCY COSTS
Downward pressure on agency costs continues and the need There is a certain amount of cynicism about agency inflexibility on
for agencies to ‘work more efficiently’ was often mentioned in costs. Some clients complained of a ‘one size fits all’ approach to fees
these interviews. where agencies are unwilling to recognise that different types of work
command different fee levels. Others expressed frustration with the
typical ‘counting hours’ agency model.
3.2 Costs
40% 55%
OF CLIENTS SAID THEIR AGENCY HAD OF CLIENTS CONSIDER THEIR DESIGN

‘SOMETIMES’ EXCEEDED THE AGREED AGENCY TO BE ‘GOOD VALUE FOR
BUDGET MONEY’
Many of these clients were quick to admit some responsibility for These are clients who gave an unqualified ‘Yes’ to a question about
this. After all, clients can change their minds or make demands that whether their agency is good value for money. This is encouraging,
have an impact on costs. A smaller group, approximately 15%, laid the given that many clients feel ‘under some pressure’ to reduce
blame more firmly at the agency’s door with tales of ‘creeping fees’ agency costs.
and requests for more money that came as a ‘nasty surprise.
3.2 Costs
Some examples include:

• It is very difficult to quantify value for money where design is
concerned.
• It may be slightly too early in the relationship to judge value for
money.
39% • A particular service seems disproportionately expensive.
• A general lack of agency flexibility in their approach to fees.
• Competitors are perceived as being cheaper.
• An agency’s weaker account management means that the client
is having to devote a disproportionate amount of time to the
relationship.
• An agency is struggling to fully understand or crack a particular
OF CLIENTS CONSIDER THEIR DESIGN challenge, requiring re-briefings and extra time.
AGENCY TO BE GOOD VALUE FOR MONEY It is also worth noting that some clients may be unwilling to give
‘IN PART’ an unqualified ‘Yes’ on value for money because they want to
keep the agency ‘on their toes’ in some way.
There are a range of ways in which these clients

qualify their answers.
3.2 Costs
79%
OF CLIENTS BELIEVE THEIR AGENCY TO

BE ‘A LITTLE EXPENSIVE’ VERSUS OTHER
AGENCIES
This is often a subjective measure. Clients tend to believe that their

agency is ‘a little expensive’ versus other agencies regardless of
whether they have done any recent cost comparisons.
3.3 Client service
72% 44%
OF CLIENTS SEE THEIR DESIGN AGENCY OF CLIENTS BELIEVE THAT THEIR DESIGN
AS A ‘PARTNER’ RATHER THAN AGENCY SHOULD ASK MORE QUESTIONS
A SUPPLIER
The rest see their agency as either a supplier or part supplier, part Asking questions is a good habit. Agencies frequently ask lots of
partner. To be considered a full partner is perhaps more difficult than questions at the beginning of a relationship but this is sometimes not
some agencies realise. The largely project based nature of the design sustained. Continued questions show interest and enthusiasm. The
industry can make this objective challenging. Also, for some clients, knowledge gained can also stimulate proactive ideas and effective
merely answering the brief and doing a good job will always equal a client development.
supplier relationship. They are seeking a level of agency proactivity
that goes beyond the project in hand.
3.3 Client service
Examples include:
• Budget management – failing to flag things up early.
• Too slow to reveal problems or attempting to ‘hide’ a problem.
• General sloppiness – late for meetings, not prepared.
87% • Haphazard – no contact reports, client has to chase, ‘last

minute’ feeling, poor communications.
• Too passive – not driving things, supplier not partner mentality.
• Making it hard work – choosing the wrong battles, overly
defensive, stubborn.
• A clash of personalities/styles.
These examples are often viewed as deterioration from an earlier
OF CLIENTS WHO HAD A WEAKER OR point in the relationship when agency keenness and commitment
was deemed to be higher.
MORE VULNERABLE RELATIONSHIP WITH
THEIR DESIGN AGENCY CITED CLIENT
SERVICE ISSUES AS THE MAIN REASON
A similar percentage to last year’s report. Once again, it is the

nuts and bolts client service issues that are to blame, rather than
quality of creativity or thinking.
3.3 Client service
34% 38%
OF CLIENTS REFERRED TO AN AGENCY OF CLIENTS WOULD LIKE AGENCY

‘MISTAKE’ THAT HAPPENED OVER CONTACT REPORTS AND UPDATES TO BE
A YEAR AGO SHORTER AND SHARPER
Clients seem to have a long memory for mistakes and shorter Clients tend to value conciseness in written communications.
memories for great creative work. Most ‘mistakes’ concern client
service and production issues.
3.3 Client service
88% 41%
OF CLIENTS ‘LOOK FORWARD TO OF CLIENTS BELIEVE THAT DESIGN

MEETINGS’ WITH THEIR DESIGN AGENCY AGENCIES SUFFER FROM A HIGH RATE OF
ACCOUNT MANAGEMENT CHURN
An encouragingly high percentage. It seems that a meeting with their A good account manager leaving an agency is an inconvenience
design agency really is a fun part of the client’s day or week. for the client, and can sometimes be extremely disruptive. There is
a re-investment of time required to bring the replacement up to
speed, as well as getting to know a new personality.
3.3 Client service
Typical client complaints include:

• Not informed early enough that someone is leaving.
• No contact from someone senior at the agency to inform them
about the change.
49% • The new person just turns up at a meeting without previous

proper introduction.
• Inadequate briefing of the new person by the agency and taking
too long to get the new person up to speed.
OF CLIENTS HAVE EXPERIENCED A POOR

HANDOVER WHEN A MEMBER OF STAFF
LEAVES AN AGENCY AND A NEW PERSON
STARTS
Clients appreciate that people leave agencies but are very

sensitive about how it is handled.
3.4 Client development
67% 40%
OF CLIENTS PREFER THEIR AGENCY TO BE OF CLIENTS HAVE BEEN ‘IRRITATED’

AMBITIOUS FOR MORE BUSINESS BY AGENCY ATTEMPTS TO WIN MORE
BUSINESS
Why? Because agency ambition signifies a certain cultural dynamism, How agencies go about client development is crucial. It is a sensitive
a get up and go mentality. While most clients react badly to pushy, process and clients do not like agency ambition interfering with the
‘selling’ activity, they still like to feel that their agency is keen to grow project in hand. Great client development is about building trust and
more business. Clients are quick to point out when an agency feels a adding value, not ‘upselling’.
touch sleepy or passive in this regard. It can suggest a deeper malaise.
41| W H AT C L I E N T S T H I N K 2 01 7 © UP TO THE LIGHT

89% 46%
OF CLIENTS COULD NOT REMEMBER OF CLIENTS RARELY OR NEVER READ THE

VISITING THEIR AGENCY’S WEBSITE AGENCY NEWSLETTER OR CLAIM NOT TO
RECEIVE IT
As in our previous reports, the agency website continues to be a The agency newsletter has become ubiquitous and they are
missed communication channel for current clients. The most popular generally failing to win client attention. There is some evidence that
reasons for clients visiting their incumbent agency’s website are to printed newsletters work better than e-mailed ones. They have greater
check contact details, show a colleague their agency or check out longevity and clients can put them in their bag to read on a train
their own case study. or flight.
77% 46%
OF CLIENTS BELIEVE THAT THEIR DESIGN OF CLIENTS ARE NOT AWARE OF THEIR
AGENCY COULD PROVIDE MORE ADDED AGENCY’S FULL SKILL SET
VALUE COMMUNICATION
Most clients are locked into a relatively narrow world of their particular An improvement on last year’s report. Clients like to put agencies
brand and organisation. As consultants, agencies usually have in particular boxes. Some are fair and others inaccurate. Independent
experience of many different brands and markets. Clients are generally client interviews continually reveal how relatively unaware agencies
keen to tap into this knowledge and want their agency to ‘be our eyes are of these perceptions because they are rarely voiced directly to
and ears’. Many agencies are good at talking about their own success the agency.
but less good at sharing knowledge.
Top 3 client fears about First: Second: Third:

working with design Will they need to be Will they provide workable Will they grow too fast and lose
agencies: ‘micro-managed’? creative solutions? what makes them special?
A big part of the agency’s role is Clients are looking for solutions Clients generally like their agency
to make the client’s life easier but that answer the brief and to be successful. However, at the
any need for so called ‘micro- move things on, but are often same time, they are often wary
management’ of agencies has operating within certain of agency growth. Clients are
the potential to severely disrupt corporate parameters that they quick to share anecdotes of how
a client’s time. Agencies are claim agencies sometimes a particular agency lost its core
expected to ‘get up to speed’ don’t fully understand. For appeal and specialness in the
more quickly than ever. many clients there is an ever pursuit of growth.
present nervousness around the
workability of what agencies
present.
Up to the Light is the leading provider of client
surveys to the UK design industry. The consultancy
offers expert, objective and experienced advice
for marketing services agencies and professional
services firms. The consultancy’s approach is to
challenge ingrained assumptions and offer more
effective, insight-led thinking.
Services include:
Client Surveys
Business development strategy
Pitching advice
Business differentiation
Training & workshops
Brand strategy for clients in partnership
with agencies
Up to the Light Ltd.
Citibase Brighton
95 Ditchling Road
I N A S S O C I AT I O N W I T H
Brighton BN1 4ST
T +44 (0)1273 573806
E info@uptothelight.co.uk
www.uptothelight.co.uk

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WHAT

Up to the Light is the leading provider of Client Surveys

About the agencies

About the clients

About the interviews

All 455 interviews were conducted

1.1 Wider issues

OF CLIENTS EXPECT THE BUSINESS OF CLIENTS STATED THEY ARE UNABLE

1.1 Wider issues

OF CLIENTS BELIEVE THAT ‘DIGITAL’

Many marketers are still frustrated by a perceived lack of digital

1.1 Wider issues

What are Budget squeezing

The need to stand out

1.2 The ‘reputation’ of design

OF CLIENTS VIEW ‘GOOD DESIGN’ AS A OF CLIENTS PERCEIVE THE CREATIVE

1.2 The ‘reputation’ of design

OF CLIENTS BELIEVE THAT THEIR DESIGN

‘In the Boardroom’ means that the agency has a reputation at

1.3 Agency jargon

‘Integrated’ ‘Full service’ ‘Digital’ ‘Storytelling’

2.1. The agency website

Clients tend to take a fairly functional

2.1. The agency website

OF CLIENTS BELIEVE THAT MOST AGENCY OF CLIENTS WANT A WEBSITE TO

2.1. The agency website

2.2 Social media

Our interviews reveal that agency activity on

OF CLIENTS CLAIM NOT TO FOLLOW

Clients usually say they are ‘too busy’ to do so.

2.2 Social media

OF CLIENTS CLAIM NOT TO FOLLOW ANY OF CLIENTS CLAIM TO BE ON LINKEDIN

2.3 New business activity

2.3 New business activity

OF CLIENTS ‘HATE’ COLD CALLS OF CLIENTS SAY THEY ARE ‘TOO

1.1 Wider issues

Top 3 reasons why ‘A specific view on my brand’

‘They’ve talked to my customers’

‘They’ve just done a really relevant project’

Trends, consumer and market observations also serve as more

2.3 New business activity

OF CLIENTS PREFER TO TALK TO AGENCY OF CLIENTS FIND AGENCY CASE STUDIES

2.3 New business activity

OF CLIENTS WITH AN AGENCY ROSTER

OF CLIENTS BELIEVE THAT A PITCH IS OF INCUMBENT AGENCIES HAVE A

The top 3 concerns

The top 3 concerns

The top 5 reasons

3.1 Client expectations

3.1 Client expectations

OF CLIENTS BELIEVE THAT THEIR DESIGN

Clients were asked to describe their top expectations of the agency

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OF CLIENTS SAID THEIR AGENCY HAD OF CLIENTS CONSIDER THEIR DESIGN

Some examples include:

There are a range of ways in which these clients

OF CLIENTS BELIEVE THEIR AGENCY TO

This is often a subjective measure. Clients tend to believe that their

3.3 Client service

3.3 Client service

87% • Haphazard – no contact reports, client has to chase, ‘last

A similar percentage to last year’s report. Once again, it is the

3.3 Client service

OF CLIENTS REFERRED TO AN AGENCY OF CLIENTS WOULD LIKE AGENCY