We have to let agencies into that level of detail and be really transparent about the level of spend we have, so they know what they are working with. There has to be that mutual respect.


What I want in an agency is someone who’s done the research before they come in.


they can come into the business and meet with us in person on a regular basis. I want that customer service.


Ours is quite a complex business, there are essentially, businesses within the business. So, to know that they really understand who we are and what we’re doing is really essential.


Once people are on board with us as suppliers, it’s just about nurturing that relationship, making sure that you keep that connection.


The economic climate is tough at the moment, especially for hospitality businesses. But we still need videography, we still need creative work.


Clients talk about spend, but what is their brief? What do they want to achieve? If the budget is not there, they might need to change that brief a bit. It is about talking things through and being honest.


As creative agencies, although we have a responsibility to generate income for clients, it’s as much about reputation and perception of that industry or that business.


You have got to have the expertise and the knowledge when you’re dealing with a client, but it’s incumbent on us to ask ‘stupid’ questions sometimes. Like how and why you’re doing that, and what is the outcome?


So, although we have to know our client’s business intrinsically, there are times when we just need to ask and that sometimes spawns a lot of different answers. People step back from the line and say, ‘Yes, why are we doing that or why do we need to do this?’


It is about authenticity and people are getting switched off with tech comms and they just want a human touch, a personal touch, you know?


Stephanie Harrison, senior marketing and experience manager, Ribby Hall hospitality and leisure


Things are getting a bit tougher in the industry and purse strings are being tightened. So, we really have to be able to prove where our return on investment is going.


It’s becoming more difficult to prove that with the traditional channels. It’s easier with the more digital side of things. With digital you can see where you’re putting your money and where the bookings are going through to, so it’s very clear.


It is that constant battle around the importance of brand and brand awareness and all the touch points, while bosses are looking at where the money is going and asking how you can prove that the spend is worthwhile.


When it comes to external suppliers you expect them to be able to react quickly. You have to know our business inside out and treat us as if we are your most important customer.


Getting that real understanding is why it is important for us to have someone locally, so


Michael Gregory, director Limitless PR


There’s a fantastic saying, ‘horses for courses’. You’ve got to know your audience, you’ve got to know your customer, and it also depends on what the brief is at the end of the day.


Ultimately, you’re dealing with emotions and behaviours. If anyone’s looking at the economy saying ‘well, I need to cut back’, it doesn’t really matter how nice you are or how good you are.


It they can save thousands of pounds of course they’re going to do that, because that could mean them keeping the lights on. You might be the peachiest peach on the tree and still not be good enough.


As creative agencies, we’re advocates. AI is transactional, it can give me an answer but it doesn’t give advocacy. We give advocacy.


Continued on Page 42


There’s a fantastic saying, ‘horses for courses’. You’ve got to know your audience, you’ve got to


know your customer, and it also depends on what the brief is at the end of the day


Over the years, the industry has gone slightly astray. We’ve got wrapped up in algorithms and clicks and smileys and thumbs up, and we forget, as one of our wonderful clients says, ‘Will it make the till rattle?’


I’ve been in meetings with companies where the talk has been about the stats and you’re thinking well done, but has the phone been ringing, has it led to a sale?


People are still very, very important in what we do. If the work we’ve done doesn’t change their world, if it’s not making the business better, if it’s not helping them hire better people or sell more stuff, they probably don’t need us.


Rob Hallam, founder, Bigtank Productions


We help businesses stand out from the crowd with video and animation.


We hear about companies having to tighten their purse strings or manage budgets differently. What a fantastic opportunity, if you can absolutely show that trust and that


confidence, that you understand where they want to get to in the challenge and that you can prove that you’ve done it before.


It all comes from human-led conversations. One of our best clients came from an initial chat where they told us they had tried video and it didn’t work.


We got talking and got onto the issue of recruitment and churn and they said 40 per cent of new starters left within 90 days and it was costing them a fortune. We ended up working with them to help solve the problem.


Just be exceptional at what you do. Don’t be afraid to talk to people, be open and honest and if you’re not exceptional, or there’s no commercial value, go and re-train as a drystone waller. I will be there in the queue at some point.


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