Where has the research on client–agency relationships gone? The need for a deeper understanding of the future of account management

Taylor, Charles R.

doi:10.1080/02650487.2017.1299278

Cited by 13 publications

(7 citation statements)

References 6 publications

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“…The evolution of the consumer's role and the media landscape has led to new strategic and organisational challenges for all communication players (Vernuccio and Ceccotti, 2015) and to new agency-client relational dynamics. According to some authors, the diffusion of social media and "digital proliferation" are at the basis of the increase of the relational complexity between the advertiser and their communication partners (Turnbull and Wheeler, 2016;Keegan et al, 2017;Taylor, 2017;Huges et al, 2018;Mortimer and Laurie, 2019).…”

Section: The Evolution Of Agency-client Relationshipsmentioning

confidence: 99%

“…This communication scenario is made more complex by interrelated phenomena, i.e., the growing centrality of empowered consumers in brand value co-creation (Vollero et al, 2019), the multiplicity of digital and traditional media used in an integrated way, and the need for new solutions to optimise the return on investment in communication, especially in the short term. Considering this complexity, as stated by Taylor (2017), what truly seems central is the construction of a "good" relationship between communication agency and client (or advertiser). This is truer still if we consider the significant role that agencies can play in the development of advertisers' marketing strategies (Kegan et al, 2017) and in helping clients reap the benefits of IMC (Mortimer and Laurie, 2019), particularly in the new hybrid and interactive communication scenario (Vernuccio et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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The evolution of agency-client relationships within the communication network in Italy: the perspective of communication partners

Ceccotti

Vernuccio²,

Mattiacci³

2020

Sinergie Italian Journal of Management

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Purpose of the paper. Due to the digital revolution, the agency-client relationship has become more complex. Fitting into the recent academic literature on this topic, this study aims to deepen and conceptualise the agency-client relationship evolution in Italy. We adopted a twofold perspective: (i) "transversal", to acquire the holistic vision of emerging issues of the new communication scenario and their consequent effects on the relational dynamics of agency-client for all the players (i.e., advertising and PR agency, media centre, digital agency) and (ii) "vertical", to better emphasise the specificities of each category of the agency.Methodology. Qualitative exploratory research was conducted based on indepth interviews (n=53) with senior consultants belonging to different categories of players within the communication network. The data were analysed using qualitative content analysis and the cognitive mapping technique. Findings. By adopting the communication partners perspective, two interpretative frameworks were developed with respect to (1) key emerging issues that define the new communication scenario and (2) consequent effects on the evolution of the agency-client relationship. Specific themes emerged in the relational dynamics of the agency's various categories.Research limits. This study shows the limits of qualitative research on the nonrepresentativeness of results.Practical implications. The holistic interpretation by the various actors of key issues that qualify the new scenario, along with the understanding of their consequent effects on agency-client relationships, could contribute to improving the performance of each player and, in this way, of the entire communication network.Originality of the paper. The study explores the agency-relationship evolution in Italy, a context that has still not been studied in-depth, while presenting relevant aspects of marketing communication. Additionally, the article proposes a twofold vision of the client-agency relationship evolution, i.e. "transversal" and "vertical", for the first time.

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Section: The Evolution Of Agency-client Relationshipsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The evolution of agency-client relationships within the communication network in Italy: the perspective of communication partners

Ceccotti

Vernuccio²,

Mattiacci³

2020

Sinergie Italian Journal of Management

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“…In the early stages of the disruption, Durkin and Lawlor (2001) argued that full-service agencies could not give meaningful or integrated independent expert advice to their customers on internet communications. The proliferation of digital media alternatives, for which many marketers are struggling to find optimal uses, as well as increased client pressure to demonstrate an immediate return on investment regardless of whether traditional or new media is used, according to Taylor (2017), have resulted in a more complicated environment, he argues. According to Suheimat et al (2018), advertising agencies that provide integrated solutions are in high demand among advertisers worldwide.…”

Section: Introductionmentioning

confidence: 99%

Mitigating disruption through adaptive organization and organization learning to create a transformation business model

Wardhana

So²,

Warganegara³

et al. 2022

JBIM

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Purpose This study aims to examine the relationship between the influence of technological disruption and the transformation of business models mediated by adaptive organization and organization learning. Design/methodology/approach In total, 116 top management teams from the member of the Indonesian Advertising Association (P3I) were recruited for this study. The data was obtained through an online survey and analyzed using the PLS-structural equation modeling (SEM) technique. Findings This study revealed the importance of organizational learning and adaptive organization in minimizing technology disruption and enabler of the business model transformation. In an always-changing environment, the adaptive organization is the core element and catalyst of firm transformation. The acceleration of business model transformation is empowered through establishing an organization's learning system by exploiting existing knowledge, exploring new knowledge and cultivating a learning culture. Practical implications In today’s fast-paced digital world and a constant state of flux, advertising agencies need to build a sustainable business model and structure that allows them to be flexible, adaptive to changes and efficient. Originality/value To the best of the authors’ knowledge, this study was the first to develop a model to mitigate technology disruption and enable necessary elements to create a transformation business model.

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“…With digital and social media marketing becoming central to marketing strategy, several clients have started using multiple agencies (Komulainen et al, 2016;Keegan et al, 2017). As a result, the ACR has become more complex than ever before (Taylor, 2017).…”

Section: Introductionmentioning

confidence: 99%

Client opportunism in agency-client relationship: the role of information asymmetry, agency response and calculative commitment

Jayasimha

2021

JBIM

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Purpose The focus is on how agencies can mitigate client opportunism in an agency-client relationship (ACR), particularly during the agency selection stage involving a pitch. This paper aims to empirically investigate the moderating effects of organizational mechanisms (particularly informational cues) and the agency’s past behavior on client opportunism. In a moderated moderation, this paper tests the effects of calculative commitment, informational cue and agency’s past behavior on the main effect. Design/methodology/approach The research is in the context of ACR involving a pitch at the agency selection stage. A mixed-method approach is used. In depth interviews with senior level executives were used to design the experimental vignettes. The main study uses experimental vignettes in a survey. Findings The study finds the prevalence of client opportunism during the pitch. The study reveals a significant relationship between information asymmetry and client opportunism. The findings of the study support the effectiveness of organizational mechanisms in mitigating client opportunism. The findings indicate that a proactive approach such as using informational cues mitigates client opportunism as it signals to the client that the agency cares for its intellectual property. Clients also take a cue from agencies past behavior. Third-party complaints and voice complaint deters client opportunism. Moderated moderation reveals that the client’s calculative commitment impacts client opportunism. Originality/value The study is novel in empirically examining client opportunism during the agency selection stage involving a pitch. The study re-emphasizes that information asymmetry is the primary reason for client opportunism in ACR at the agency selection stage. The role of organizational mechanism and agency response in mitigating client opportunism is a welcome addition. Moderated moderation effects involving calculative commitment is a novel addition.

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Where has the research on client–agency relationships gone? The need for a deeper understanding of the future of account management

Cited by 13 publications

References 6 publications

The evolution of agency-client relationships within the communication network in Italy: the perspective of communication partners

The evolution of agency-client relationships within the communication network in Italy: the perspective of communication partners

Mitigating disruption through adaptive organization and organization learning to create a transformation business model

Client opportunism in agency-client relationship: the role of information asymmetry, agency response and calculative commitment

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