Conflict Policy and Advertising Agency–Client Relations: the Problem of Competing Clients Sharing a Common Agency

Silk, Alvin J.

doi:10.1561/1700000033

Cited by 4 publications

(2 citation statements)

References 28 publications

(1 reference statement)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Past managerial migration remained positive and significant with the inclusion of this control, though competitive overlap surprisingly had a positive and significant effect on client tie circulation (p=0.009). We suspect this is attributable to consolidation and diversification in the advertising industry in the mid-1980s, which spurred agencies to adopt policies that allowed them to serve competing accounts through quasi-independent units (Silk, 2012).…”

Section: Rare Eventsmentioning

confidence: 99%

Will We Ever Meet Again? The Relationship between Inter‐Firm Managerial Migration and the Circulation of Client Ties

Broschak

Block

Koppman

et al. 2019

J Management Studies

View full text Add to dashboard Cite

A large body of research shows that the migration of managers from one professional service firm to another weakens the old employer's relationship with its clients, because migrating managers remove their relationship-specific knowledge and expertise-i.e., human and social capital-from their old employers, redeploying it to their new employers. This study extends this research by introducing a bi-directional perspective of social capital in which both firms and managers may exploit these relationship-specific resources. We use theory on social capital to build arguments about how one form of manager mobility, manager migration between two service providers in a single market, can both lead and lag the movement of client ties between those providers, and signaling theory to hypothesize the conditions under which this is likely to occur. Analyses using longitudinal data on New York City advertising agencies generally support our arguments. Our findings contribute to theory and research on manager migration, social capital, and signaling, and raise new questions for how the portability of relationship-specific social capital shapes markets.

show abstract

Section: Rare Eventsmentioning

confidence: 99%

Will We Ever Meet Again? The Relationship between Inter‐Firm Managerial Migration and the Circulation of Client Ties

Broschak

Block

Koppman

et al. 2019

J Management Studies

View full text Add to dashboard Cite

show abstract

“…Paralleling their expanded scale and scope of services, in-house agencies have elevated their status with internal and external constituents. The essence of being "in house" is proximity and access to information (Silk, 2012). This provides internal agency personnel with limitless opportunities to listen and learn from within, acquiring company-specific and industry-specific knowledge and insights, forming deep client relationships, and influencing the business directly.…”

Section: Adaptabilitymentioning

confidence: 99%

Build It, Buy It, or Both? Rethinking the Sourcing of Advertising Services

Silk¹,

Stiglin²

2016

IJMS

Self Cite

View full text Add to dashboard Cite

This paper provides an update on the current state of in-house agencies. Whereas traditional consideration of internalizing advertising services was framed as a binary choice of build or buy, today's advertisers frequently pursue hybrid policies of build and buy to procure the customized bundle required to develop, produce, and implement relevant, resonant promotional campaigns. Increasing numbers of advertisers are discovering that the demand for advertising and marketing services is best served through the coordination and integration of resources from both inside and outside the company, rather than assuming that these options are mutually exclusive. A review of advertising industry history reveals why internal agencies have long operated in the shadows of their external counterparts and how the former organization form has evolved over time. The core competencies underlying the contemporary in-house agency model are analyzed and the competitive position that in-house agencies presently occupy in relation to external providers is assessed. Two case examples of successful internal/external agency collaboration are presented. Finally, recommendations are offered for advertisers seeking to bring their internal and external agency resources together and arrive at a more-collaborative operating model for advertising services.

show abstract

The Unbundling of Advertising Agency Services: An Economic Analysis

Arzaghi¹,

Berndt²,

Davis³

et al. 2012

Review of Marketing Science

View full text Add to dashboard Cite

We address a puzzle surrounding the shift from bundling to unbundling of U.S. advertising agency services and the slow pace of change over several decades. We model an agency’s decision as a tradeoff between the fixed cost to the advertiser of establishing a relationship with an agency and pecuniary economies of scale from media services provision. Using micro-data from the U.S. Census of Services for 1982-2007, we find agencies are more likely to unbundle with increasing size, diversification and higher media prices, and less likely with increasing age, larger media volume, and an interaction between media prices and volume.

show abstract

Conflict Policy and Advertising Agency–Client Relations: the Problem of Competing Clients Sharing a Common Agency

Cited by 4 publications

References 28 publications

Will We Ever Meet Again? The Relationship between Inter‐Firm Managerial Migration and the Circulation of Client Ties

Will We Ever Meet Again? The Relationship between Inter‐Firm Managerial Migration and the Circulation of Client Ties

Build It, Buy It, or Both? Rethinking the Sourcing of Advertising Services

The Unbundling of Advertising Agency Services: An Economic Analysis

Contact Info

Product

Resources

About