| What accounts do you work on? | |
|---|---|
| Marta Lehn - New Business Specialist | Sanford, Profile, SCHEELS, South Dakota Office of Highway Safety, Everist Heath & New Business/L&S |
| Luke McElrath | Taco John's, South Dakota Lottery, St. Luke's College, Dakota Seafood |
| Consumer Insights Strategist | South Dakota Tourism, South Dakota Co-op partners, Rapid City Airport, Dakota State University |
| Alexis Johnson - Digital Marketing Analyst | Lewis Drug First PREMIER Bank Liv Hospitality Taco Johns |
| Jordan Calef; Media Intern | Sanford Health, SD Office of Highway Safety, Profile, and South Dakota Tourism |
| Scott Wiechmann - Sr. Creative Director | Taco John's, SD Lottery, St. Lukes, Dakota Seafood, Pizza Ranch, Regional Health |
| Kim Ringen - Office Manager / Receptionist | Do not work on accounts directly |
| Mariah Larson - Digital Coordinator | Midco, First PREMIER Bank, Lewis, Build Dakota, Leadership South Dakota, National Music Museum, Lawrence & Schiller, Taco John's |
| Ty MacConnell - Graphic Designer | Midco, First PREMIER Bank, Lewis Drug, Leadership South Dakota, |
| Blair Gilkyson, Copywriter | Sanford Health, Everist Health, Profile by Sanford, South Dakota Office of Highway Safety |
| Roberta Forman, Senior Design | Sanford Health, Profile by Sanford, Everist Health, South Dakota Office of Highway Safety, Lawrence & Schiller, ProLinks Sports, SCHEELS |
| Alex Van Voorhis Media Coordinator/Buyer | Taco John's, SD Lottery, Dakota Seafood, St. Luke's College, Liv Hospitality. |
| Taylor Vavra Digital Specialist | Taco John's, Profile by Sanford, Office of Highway Safety, Sanford Health, Sanford Health Plan, Lawrence and Schiller, Everist Health |
| Travis Adney - Digital Strategist | Cross-agency team member. I work on clients of all verticals. Mostly in Tourism, QSR, Communications sectors. |
| Katelyn Short - Designer | Sanford Health Sanford Profile ProLinks South Dakota Office of Highway Safety Everist Health Scheels |
| Shelly Johnson, Director of Community Outreach | I work with our non-profit and pro bono clients, such as the Sioux Empire United Way, Volunteers of America Dakotas, Leadership South Dakota. |
| Erin Weinzettel, Group Director | South Dakota Tourism, 12+ Community Co-op Partners |
| Alicia Dorris- Media Coordinator | Lewis, First PREMIER Bank, LIV, New Business |
| Tim Hoss - Account Executive | Sanford, SDOHS, SCHEELS and Everist Health |
| Alison Kerkvliet Digital Strategist | Travel and Tourism, education, state |
| Carrie Biondi - VP Business Development & Client Service | All clients + new business |
| Chelsea Redinger; Senior Media Strategist | SD Tourism and Co-Op Communities, Rapid City Airport and Dakota State University |
| Casey Goodmund, Senior Designer | SD Tourism and it's 12 partners, Rapid City Airport, Dakota State University, SD Department of Labor, USSSD |
| Jack Sandeen Consumer Insights Specialist | Midco, First PREMIER Bank, Lewis, SD Department of Revenue, Political Campaigns |
| Tara Locke - Creative Director | SDT and DSU |
| Jamie Hegge, Director of Client Service | Taco John's |
| Katie Uecker - Media Specialist | South Dakota Tourism and their various co-op partners, Dakota State University, Hill City, Keystone |
| Hanna Rehome, Consumer Insights Specialist | Team Arcade: Taco John's, Lottery, Pizza Ranch, Dakota Seafood |
| sarah pitts - senior art director | midco, first premier bank, lewis |
| John Pohlman Executive Vice President/Executive Creative Director | As ECD, have a touch on all major accounts Spend most time on Taco John's, Political Work, South Dakota Tourism |
| Melody Morton Creative Director | Midco, Lewis, First PREMIER Bank, GOED |
| Amy DesLauriers, Director of Media Strategy | Taco John's, SD Lottery, Pizza Ranch and direct media strategy across the building |
| Wade Thurman, Associate Creative Director | Taco John's, South Dakota Lottery, Pizza Ranch, Dakota Seafood, St. Luke's College, University of South Dakota, Interstate Telecommunications, Sioux Falls United Way |
| Katherine Althoff, Senior Designer | Taco John's, South Dakota Lottery, Dakota Seafood, St. Luke's College |
| Dara Klatt - Media Strategist | Sanford Health, Profile by Sanford, SD Office of Highway Safety, Everist Health |
| Matt Sebert - Copywriter | Synergy accounts and then Leadership SD, CSF, a little bit of social help for TJ's, pretty much any SEM that gets written |
| Carly Hegstad - Digital Strategist | Taco John's, South Dakota Lottery |
| Amanda McCord | First Premier Bank, Lewis, Liv, Political accounts, |
| Mark Jacobsen, Media Strategist | Sanford Health, SD Office of Highway Safety |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | Lewis Drug for strategy and creative. Many other accounts for PR strategy as needed. |
| Ben Gerig, Web Developer | South Dakota Office of Highway Safety, South Dakota Tourism, South Dakota Department of Labor |
| Ryan Budmayr - Account Executive | Politics and PREMIER Bank |
| Trevor Patch, Senior Marketing Technologist | South Dakota Tourism, DSU, SD Dept of Labor, SSN790, Black Hills Central Reservations, Rapid City Airport, Watertown, Yankton, Pierre, Sioux Falls, Deadwood, Midco, First Premier Bank, Liv Hospitality, Taco John's, SD Lottery, Sanford Health, Profile, SD Office of Highway Safety, Everist Health, others. |
| Sydney Bartunek, Account Coordinator | Midco, First PREMIER, Lewis, Liv, Black Hills Knowledge Network, other smaller clients |
| Joey Nielsen Associate Creative Director | Taco John's, South Dakota Lottery, Dakota Seafood, Pizza Ranch, St. Luke's College |
| Jordan Calef, Media Coordinator | Sanford Health, South Dakota Office of Highway, Profile by Sanford and South Dakota Tourism |
| Dan Edmonds, SVP-Design Director | I review, consult and collaborate on projects across teams and provide additional design capability when a team needs the help. I step in on conceptual development for major opportunities and new business when they arise or when teams get stuck with something. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | Agency's top accounts - Taco John's, Profile by Sanford, Sanford Health, SD Tourism, Midco |
| Aaron Bauer, Business Specialist | Primarily with our tourism clients |
| John Pohlman, EVP/Executive Creative Director | Work with 4 account team CD's on all agency work; focus on top 15 clients; spend most time with Taco John's, political clients, SD Tourism & Governor's Office of Economic Development |
| Kyrie Bussler, Media Coordinator | South Dakota Tourism + Community Co-ops; Rapid City Airport; SD Dept. of Labor |
| Kristy Laue, VP of Creative | Sanford Health, Profile by Sanford, SCHEELS, SD Office of Highway Safety, Everist Health, L&S Agency Promotion/New Business, some other involvement in accounts across the building when needed - Taco John's, SD Tourism, misc. pitches. |
| Olivia Larson, Account Coordinator | Taco John's, South Dakota Lottery, Pizza Ranch, Dakota Seafood, St. Luke's College, Interstate Telecommunications, Regional Health, Sands Drywall, VOA, SEUW, Build Dakota |
| Paige Schwitters - Senior Account Coordinator | South Dakota Tourism, SDT Community Co-ops, Dakota State University, Rapid City Regional Airport |
| Kevin Phipps, Audio Producer/Engineer | Anything broadcast related. |
| Cortney Slaight, Group Director | Midco, SD Lottery, Liv Hospitality, Lewis, SD Dept of Revenue, Misc. Project Clients |
| Laura Mitchell VP of Digital | All major accounts - SD Tourism and co-ops, DSU, Taco John's, First Premier, Midco, Sanford, Profile, Highway Safety, Public Safety, SD Lottery, Liv Hospitality. |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Marta Lehn - New Business Specialist | I’ve been at L&S for 2 1/2 years working on these same accounts. Prior to that I worked in house in market intelligence for a medical device company (similar category to current clients). |
| Luke McElrath | Very little to experience in working with accounts or meeting with clients. I mostly just deal with creative, production, and digital. |
| Consumer Insights Strategist | Four years at the agency working on the same account team. More client facing as my time has progressed. |
| Alexis Johnson - Digital Marketing Analyst | I have been with L&S a little over a year now. Prior to working at the agency I worked at a bank. With my background in working at a financial institution, this has been beneficial for me as I work with our banking clients. |
| Jordan Calef; Media Intern | I have been working at Lawrence & Schiller for almost 11 months in the media discipline. This is the first agency I have worked at after graduating in 2013 with my undergrad. Since joining the agency, I have mostly worked on Sanford Health and SD Office of Highway Safety. With those specific clients, the media team does not get as much client facing opportunities as other teams do. |
| Scott Wiechmann - Sr. Creative Director | I've been at Lawrence & Schiller for almost 25 years, and have worked on every account we have at one time or another. In some cases, I'm 50/50 Account side/Creative Director. |
| Kim Ringen - Office Manager / Receptionist | Previously working in Account Service for 19 years. Account Coordinator to Associate Account Executive. |
| Mariah Larson - Digital Coordinator | The work that I've done at L&S in the last two years is all of my experience as this is my first job after college. |
| Ty MacConnell - Graphic Designer | 1 year at another ad agency in the automotive industry, another 3 years at Daktronics in manufacturing, creative services & sales. Not much client-side experience. |
| Blair Gilkyson, Copywriter | I have been at L&S for one year, and it is the first agency I've worked at. |
| Roberta Forman, Senior Design | This is my first job in marketing (straight out of college), but I've been here for 4 years. |
| Alex Van Voorhis Media Coordinator/Buyer | I have been with the agency for about 7 months and have worked with all clients in some aspect. I have put together strategic plans for all clients and see them through completely from planning, implementation, optimization and reporting. Before working at the agency I worked in sales and events at a hotel. There I dealt with clients one-on-one in achieving goals for their event or meeting. |
| Taylor Vavra Digital Specialist | My background in agency experience is all at Lawrence and Schiller. I previously worked on the team that covered clients like South Dakota Tourism but now work on the team that covers healthcare clients. |
| Travis Adney - Digital Strategist | L&S makes up all of my professional experience following college graduation. Currently at four years with the agency and have been "client-facing" for all four years. |
| Katelyn Short - Designer | Intern turned designer at a corporate print company, designer at a smaller agency, and then a designer here at L&S. I also do minimal freelance work on the side. |
| Shelly Johnson, Director of Community Outreach | My background before joining L&S was in B2B sales and sales management. I joined L&S in 2001 as an Account Executive. Since that time, I've been an Account Supervisor, Director of Client Service and a Group Director specializing in telecommunications, service industries and financial. Midco was my key client for a number of years. I also worked to bring First PREMIER Bank up to the level of top 10 client. My current role supports the agency and employees with community involvement and visibility. |
| Erin Weinzettel, Group Director | Been with the company for eight years. Account Coordinator, Associate Account Executive, Account Executive, left for 9 months to work for a client and returned. Primarily have worked on SD Tourism throughout my eight years. |
| Alicia Dorris- Media Coordinator | I come from Local Broadcast TV station before joining L&S as a Sales assistant and then Account Executive. Before that , I worked as an advertising assistant as a regional furniture company. In total I have been in media for 11 years. |
| Tim Hoss - Account Executive | I've been doing traditional marketing/account service for the last 10 years. This is my first experience working for a creative, forward-thinking agency. |
| Alison Kerkvliet Digital Strategist | Prior agency experience and years of client-side experience. |
| Carrie Biondi - VP Business Development & Client Service | I've been with L&S for 10 years. Started as a junior account person and now lead our business development and sales team. I'm 100% client facing. |
| Chelsea Redinger; Senior Media Strategist | This is the first agency I've worked at however I have been on every team in the agency allowing me to work on almost all of our clients. My previous job was a market coordinator at a retail store which allowed me to be on the client side as I worked with two agencies. |
| Casey Goodmund, Senior Designer | Lawrence & Schiller, began working on QSR and higher education, have continued into higher education and now Tourism. |
| Jack Sandeen Consumer Insights Specialist | One year of agency experience. 8 years in higher education consulting research. |
| Tara Locke - Creative Director | I have worked at L&S for 10 years. I have a client facing role at L&S and while I am currently serving one team I do manage to work across the building at times but not as much as I did for the first 8 years here. Here is my bio on our website: As a leader on our agency creative team, responsibilities include directing creative strategy for a number of clients and communities across industries including tourism, healthcare and higher education. With a passion for digital marketing, she also helps oversee digital design and usability. Tara has contributed to numerous award-winning multimedia campaigns and web initiatives including CRM programs, app design, e-commerce, lead generation and more. Tara brings agency experience from Omaha, NE, to our L&S team. |
| Jamie Hegge, Director of Client Service | 10 years with Lawrence & Schiller, 6 Years in Foodservice Marketing |
| Katie Uecker - Media Specialist | Worked for a local broadcast news station for 3 years in various roles, starting as a sales assistant and moving into a digital sales associate role. Then I worked at an advertising agency where I bought and planned media for a chain of auto-dealerships. |
| Hanna Rehome, Consumer Insights Specialist | Almost 2 years. For Lottery I'm very client facing: help lead strategic business decisions, etc. TJ and others is more behind the scenes. |
| sarah pitts - senior art director | 12 years at the agency. worked on multiple teams and clients. |
| John Pohlman Executive Vice President/Executive Creative Director | Have worked at Lawrence and Schiller since 1986 as copywriter, producer/director, head of Broadcast, Creative Director, ECD & EVP. Have not worked at another agency. Have had major direct client facing role with nearly every key client over my years at the agency. |
| Melody Morton Creative Director | Broadcast/Web Producer/ Project Manager Account Coordinator Writer/Account Coordinator Creative Director |
| Amy DesLauriers, Director of Media Strategy | this is the only agency i have worked at and my only career in life thus far for the past 8 years - in those 8 years i have worked on nearly every account in the building and moved from a media intern to a director of media strategy |
| Wade Thurman, Associate Creative Director | I'm the senior-most art director of the team, so I help lead the design work for the clients we serve. I also work with outside vendors and our clients for commercial shoots and still photography shoots, coming up with visual direction for campaigns and promotions. |
| Katherine Althoff, Senior Designer | 7 years as a designer at L&S, working mainly on tourism and food service accounts. Very little client facing. 3 years previously working as a designer at an in-house marketing department for homeschool and online curriculum. |
| Jessica Bickett, Director of HR | Finance role with L&S. |
| Dara Klatt - Media Strategist | I have been working in an agency setting for almost two years now but was new to the agency world prior to coming to L&S. Previously I worked in marketing from a client-side role, serving a non-profit and a small tech company as part of their in-house marketing divisions. |
| Matt Sebert - Copywriter | I was an intern for a summer at Fresh Produce so I don't have a lot of experience in an agency setting. i wrote social media and helped produce television for 3 years at a non-profit organization in Brookings. |
| Carly Hegstad - Digital Strategist | 5 years at L&S, 4 years client-facing for presentations, communication, ongoing support, etc. |
| Amanda McCord | I have worked at three other agencies. One on a national level (Target, Tires Plus, Cub Foods, Cost Cutters), two were in automotive (one tier 2 automotive and one tier 3 automotive). |
| Mark Jacobsen, Media Strategist | I've been in media for about 9 years, 4 years on an in-house team with one client and then at L&S. I previously worked in the casino industry, so that helped in my first years at L&S on the casino clients that we had. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | Three years as a TV reporter/anchor. Thirty-one years at L&S. Began as a director/writer/producer of TV and video projects. Moved into account service and strategy while also overseeing the creation of our web site division. Today I am back to Public Relations and producing/writing video projects while overseeing agency operations. |
| Ben Gerig, Web Developer | N/A |
| Ryan Budmayr - Account Executive | Worked in politics, government, and business development |
| Trevor Patch, Senior Marketing Technologist | I worked for an in-house marketing department for 1-2 years before my time at L&S. |
| Sydney Bartunek, Account Coordinator | I've been at L&S since October 2017 and worked across two teams here in the Account Service role. Prior to coming to L&S, I worked as the Marketing Specialist for the USD School of Education and prior to that was with the USA Today Network as a Client Strategy Manager across six states covering the Gannett properties but based out of Sioux Falls. |
| Joey Nielsen Associate Creative Director | -One year at a tiny agency with local accounts and very hands-on small business owner clients. -One year at a nationwide yellow pages/digital agency with many Fortune 500 accounts and surprisingly hands-on VP-level clients. -Fifteen years at Target's in-house creative agency. No clients other than the many, many layers of CDs, Sr. CDs, VPs, Sr. VPs, Ps and CE_s. -Almost four years here. Almost every account at one point. More client experience than I expected. |
| Jordan Calef, Media Coordinator | I have been at L&S for 11 months now and this is my first marketing agency job. I was recently hired on as a Media Coordinator, before that I was a Media Intern on the accounts listed above. I have been on the same accounts since I started here at L&S and have a little experience with the client-side of the process. |
| Dan Edmonds, SVP-Design Director | My entire agency career has been at L&S. Prior to that I was a designer and copywriter in-house at a division HON Industries - an office furniture and interiors manufacturer. Over the years I've worked on just about everything we've had; travel and tourism, fishing and outdoor rec, banking and financial services, insurance, communications, higher ed, QSR, ag supplies/livestock nutrition, fitness equipment. The categories I've been least involved in are political and healthcare. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | Personally - I've worked at L&S for 9 years. Started in Account Service, moved to Consumer Insights. I now head up the CI and Media teams for the entire agency. My background of expertise is really in insights, strategy and client service. My media background is more on media strategy and innovation vs. actual media placement/costs/CPMs. |
| Aaron Bauer, Business Specialist | Limited due to only being in a finance role my whole professional life |
| John Pohlman, EVP/Executive Creative Director | Been at L&S since 1986; have worked on virtually every major account at some time as a copywriter, video producer & creative director. Have always had very extensive client facing business experience that has become the model for our CD's & copywriters. |
| Kyrie Bussler, Media Coordinator | None - first job out of school. |
| Kristy Laue, VP of Creative | 12 years agency experience; 6 months in-house experience client side for an L&S client (Profile by Sanford); 1.5 years experience in-house marketing for companies in the area; freelancing for 10+ years |
| Olivia Larson, Account Coordinator | I have no prior marketing job experience either on the agency side or the client side. Within the agency, prior to working on my current accounts, I worked on Midco, First PREMIER Bank, and Lewis Drug. |
| Paige Schwitters - Senior Account Coordinator | Lawrence & Schiller has been the only agency I've ever worked at - my only other experience was marketing in-house. I did hold a variety of internships prior to Lawrence & Schiller where I explored copywriting, design, operations management and client services. |
| Kevin Phipps, Audio Producer/Engineer | I pretty much keep to myself and my team. Not a lot of interaction, unless recording political spots. |
| Cortney Slaight, Group Director | I started client-side at Visit Spearfish as a Marketing & PR Assistant, actually as a client of L&S. About 5 1/2 years ago, I started at L&S as an Account Coordinator. Over the last 5 years, I've been an Account Coordinator, Associate Account Executive, Account Executive and most recently a Group Director. |
| Laura Mitchell VP of Digital | Started in account service for 5 year, worked on a successful gubernatorial campaign for 1 year, back at L&S for 7 years in digital marketing. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Marta Lehn - New Business Specialist | L&S is a full-service advertising agency which means we know and do advertising and promotion from start to finish. With dedicated industry teams backed by the power of a larger agency, we work quickly and efficiently to identify challenges within your brand and enact a client specific plan to right the ship. Everything we do starts with customized strategy and ends with measurable outcomes that fit your business goals. |
| Luke McElrath | L&S is will provide you with a committed team of talented and passionate individuals who are willing to do whatever it takes to service your business. |
| Consumer Insights Strategist | L&S is passionate, hardworking, and sweats the small stuff. We want your business to succeed, and measure our success based on your success. |
| Alexis Johnson - Digital Marketing Analyst | Lawrence & Schiller is a full service agency. We pride ourselves in being a strategic partner while focusing on our clients business goals. |
| Jordan Calef; Media Intern | The Lawrence & Schiller Agency is a well-rounded agency who's main goal is to outhink and outdo for their clients. Every employee at L&S go the extra mile to ensure that we are providing the best work for our clients. |
| Scott Wiechmann - Sr. Creative Director | We are a team-structured agency that helps clients reach goals by employing an insights driven approach. We will become instant experts on your business and then work harder than anyone to help you succeed. |
| Kim Ringen - Office Manager / Receptionist | A market leader - Marketing & Business strategists who work side-by-side with clients to drive market share and affect ROI as a partnership type relationship. |
| Mariah Larson - Digital Coordinator | Lawrence & Schiller is a category leader in tourism, restaurant, health and wellness, and education marketing. Not to mention, we work in dozens of other industries to draw best practices from and develop unique strategies. We thrive on helping businesses be their best to outpace and outshine the competition. |
| Ty MacConnell - Graphic Designer | Knowledgeable in my field & market, results-driven and want the most for me because it also benefits them. |
| Blair Gilkyson, Copywriter | Lawrence & Schiller is full of determined problem solvers who outthink and outdo to produce outstanding results for our clients. We're constantly adapting to embrace new innovations and trends to creative advertising and marketing strategies that are a little unexpected and highly effective. |
| Roberta Forman, Senior Design | L&S is an agency that has all the creative power and strategic thinking of a big agency, but it's structured so you still get the small agency relationship. We will bring you anything you can think of in the best way we know how. |
| Alex Van Voorhis Media Coordinator/Buyer | Lawrence & Schiller is a full-service marketing agency that is constantly looking ahead for new trends and insights to better serve our clients. The agency is the largest between Denver and Minneapolis and employs about 80 team members across different disciplines including account service, media, digital media and creative. |
| Taylor Vavra Digital Specialist | Lawrence and Schiller prides ourselves with outthinking and outdoing. This means we not only set high standards for ourselves to bring new ideas and smarter strategies to our clients but to also help from start to finish in every aspect of marketing. |
| Travis Adney - Digital Strategist | Lawrence & Schiller is the leading full-service marketing and advertising agency between Minneapolis and the Rockies. We are an agile group of about 75 employees working in four industry-focused teams. Each of these teams operates as a "mini-agency" with talent in all categories - graphic design, copywriting, digital, account service, insights and finance. |
| Katelyn Short - Designer | At Lawrence & Schiller we are problem solvers that bring new, exciting ideas to the table. We strive to excel your company through design, research, and analytics. |
| Shelly Johnson, Director of Community Outreach | L&S is a cutting-edge, full-service marketing firm that believes in constant reinvention and never resting on its laurels. As an L&S client, you will be surrounded by a team of smart, enthusiastic professionals who will immerse themselves in understanding your business and what keeps you awake at night. We are outcome-driven and will not be satisfied until you meet or exceed your business goals. |
| Erin Weinzettel, Group Director | We are market-leaders that develop award-winning campaigns through insight driven strategy. We're collaborative both with clients and internally through our team structure. |
| Alicia Dorris- Media Coordinator | L&S is a full service agency that puts your business goals before all else. We want to see you succeed and drive ROI for your company. Our team of experts will help you get there. |
| Tim Hoss - Account Executive | Lawrence & Schiller is an agency made up of solution-oriented employees who put the needs of their clients first. Our experienced teams immerse themselves in our client's businesses to truly look at and understand our clients struggles first hand. When a client chooses to partner with Lawrence & Schiller you are getting a team of relentless and dedicated people who are committed to helping your company not only reach, but exceed it's goals. |
| Alison Kerkvliet Digital Strategist | L&S' biggest asset is it's people. L&S house's driven, creative and strategic minded people that work hard to do what's best for their clients. L&S has full service capabilities to provide clients with the strategy and the work to go with it. |
| Carrie Biondi - VP Business Development & Client Service | We are category leaders that want the best for our clients. Because of that, we have divided the agency up into 4 mini agencies/integrated client teams to be 100% focused on client work. We are unstoppable creative problem solvers that put our clients first and will not let anything get in the way of good work and great results. |
| Chelsea Redinger; Senior Media Strategist | Lawrence and Schiller is a results driven agency powered by a collaborative, passionate and driven group of people. We thrive off of our clients success and are always up for a challenge |
| Casey Goodmund, Senior Designer | We are a full-service agency that outthinks and outdoes everyday by providing strategy and informed creative as a whole package in order to meet our clients business objectives. We are continuously developing our skills at a personal, team, and client level to outdo what we did yesterday and do even better tomorrow. Achieving this aligns our agency as a valued partner and problem solver for our clients. |
| Jack Sandeen Consumer Insights Specialist | A highly regarded midwestern, privately owned strategic marketing partner comprised of 4 self-directed team-focused "mini agencies" designed to work collaboratively with client teams, developing industry and client expertise and helping clients exceed their goals. |
| Tara Locke - Creative Director | L&S is more than your typical advertising agency - we are your partner for business success. Grounded in insights and strategy, your L&S team solves business problems and drives sales throughout the entire consumer experience. Our job at L&S is to help your business succeed on a higher level - with our Midwestern work ethic, we will get the job done or we will fire ourselves. |
| Jamie Hegge, Director of Client Service | At L&S every day we strive to outthink and outdo, creating advertising and marketing strategies that are a little unexpected and a lot effective. We’re constantly adapting to embrace new innovations and trends in marketing. But one thing will never change: our dedication to helping clients tell their story in a way that’s insightful, meaningful and effective. From branding and design to media strategy, consumer research and digital marketing, we go all out to see your brand succeed. |
| Katie Uecker - Media Specialist | We are a full service agency that provides innovative and comprehensive advertising plans, award winning creative and production services, and results driven strategies. |
| Hanna Rehome, Consumer Insights Specialist | Passionate, driven people with your business goals in mind. |
| sarah pitts - senior art director | L&S is the region's largest full service agency. We provide award winning creative to solve our clients business goals. |
| John Pohlman Executive Vice President/Executive Creative Director | Lawrence & Schiller is a full-service marketing and advertising firm whose stated mission is to outthink and outperform to drive agency and client growth. We hold ourselves to be engaged, unstoppable problem solvers for our clients. Our long term relationships with dozens of successful business is the product of our results-based approach to strategy and creative. |
| Melody Morton Creative Director | Full-service agency that provides creative strategy, direction and optimization for campaigns that get results and work across all channels. |
| Amy DesLauriers, Director of Media Strategy | Lawrence & Schiller is an advertising agency servicing regional and national clients based in the Midwest. L&S focuses on driving business results through a broad list of services including, marketing and brand strategy, creative and content production, media and digital strategy and placement, and research and insights. |
| Wade Thurman, Associate Creative Director | Lawrence & Schiller is an advertising and marketing agency that goes above and beyond to deliver smart, result-based marketing solutions for the clients we serve. We are results driven with a bedside manner. |
| Katherine Althoff, Senior Designer | Lawrence & Schiller is a full-service marketing agency that can be trusted to take care of all marketing needs. We all take immense pride in our work, we only deliver our best. |
| Dara Klatt - Media Strategist | Lawrence & Schiller is a market-leading, full service advertising agency. L&S serves to provide the full-circle marketing approach, using data and analytics to bridge the gap between innovative marketing strategy and real-world business outcomes. |
| Matt Sebert - Copywriter | L&Sers are driven, talented marketers willing to go above-and-beyond for their clients. We truly want to see our partners succeed, and you can see that desire in the work we produce. |
| Carly Hegstad - Digital Strategist | L&S is a full-service marketing agency made up of 70+ individuals working as a team to out-think and out-do on a daily basis for our clients and our teammates. |
| Amanda McCord | The agency is uniquely setup with four client teams dedicated to certain clients/industries. Our teams are always pushing the envelope on new and innovative creative and media strategies. L&S has placed a large focus on tying media performance to clients business goals. |
| Mark Jacobsen, Media Strategist | Lawrence & Schiller is an industry leader with category expertise in several categories. L&S will go the extra mile to grow each client into an industry leader by impactful marketing decisions that affect the bottom line of the business. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | Lawrence & Schiller is a unique agency that puts our clients' ROI first. Through a partnership with L&S you will see growth in your company's key performance indicators. |
| Ben Gerig, Web Developer | Innovative, modern, and well-established agency that is able to successfully handle every aspect of advertising and marketing planning, allowing the growth of businesses, products and brands. |
| Ryan Budmayr - Account Executive | L&S is a full service agency with the most creative and and strategic fire power in the region. Our unique agency structure of four industry specific teams provides clients with consistent and knowledgable partners. In addition, our business relationships across the region are very strong which affords clients more opportunities than your typical marketing service firm. |
| Trevor Patch, Senior Marketing Technologist | Lawrence & Schiller is a full-service marketing and advertising agency based in Sioux Falls, South Dakota. We excel at creating innovative and inspiring cross-channel campaigns that deliver results. |
| Sydney Bartunek, Account Coordinator | Every day we strive to outthink and outdo, creating advertising and marketing strategies that are a little unexpected and a lot effective. We’re constantly adapting to embrace new innovations and trends in marketing. But one thing will never change: our dedication to helping clients tell their story in a way that’s insightful, meaningful and effective. |
| Joey Nielsen Associate Creative Director | We will collaborate on a strategy that drives the results you desire. We will create quality work that gets noticed in support of that strategy. We will deliver it all with a commitment to service you probably won't believe until you see it in action. |
| Jordan Calef, Media Coordinator | Lawrence & Schiller embodies the philosophy of "Outthink. Outdo." Every employee goes the extra mile to provide the best work for their clients. |
| Dan Edmonds, SVP-Design Director | Lawrence and Schiller is built to out-think, out-do and out-perform agencies you've worked with before. If you're looking for a "vendor" – someone to just execute your strategy or decorate your ideas, keep looking. If you're willing to be challenged, are open to provocative thinking and committed to the hard work of being a market leader, L&S is the ally you need right now. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | L&S is a full service agency that focuses on growing our client's bottom line. We're creative problem solvers who want to solve your business needs in an effort to grow sales and increase business results. We can do this through marketing, strategy, business consultation and more. |
| John Pohlman, EVP/Executive Creative Director | Lawrence & Schiller is a full-service marketing agency made up of unstoppable problem solvers. We outthink and outdo always. We will be the best employees you have who aren't on your benefits plan. |
| Kyrie Bussler, Media Coordinator | Lawrence & Schiller is comprised of client teams that are dedicated to specific industries such as tourism, healthcare, restaurants, etc. Each team is comprised of experts in their respective disciplines, including creative, insights, media, digital, finance, account supervision, who collaborate together to find the best solution to accomplish clients' business goals. |
| Kristy Laue, VP of Creative | Lawrence & Schiller is a marketing and advertising agency dedicated to solving problems. We're insights-driven and results-focused, creating award-winning work that drives ROI and creates business results. On top of that, we're great people who are driven to outthink, outdo and outperform anyone else. |
| Olivia Larson, Account Coordinator | Lawrence & Schiller is a fast-paced, full-service marketing and advertising agency. Our specialty is insights-driven, highly impactful creative. Our primary goal is the same as yours, and always will be - to help your business profit. |
| Paige Schwitters - Senior Account Coordinator | Lawrence & Schiller is comprised of creative problem solvers who seek to drive business engagement and growth for our clients. With a focus on success metrics that matter most to the client and their industry, we'll work to create strategies and develop creative that will result in meeting goals and ROI. We have a large amount of resources within our building, matched with a smaller team that is dedicated to the client and that industry. |
| Kevin Phipps, Audio Producer/Engineer | Lawrence and Schiller delivers results based on 30+ years of experience and also marches ahead with up to date analysis, tracking and insights. |
| Cortney Slaight, Group Director | Lawrence & Schiller is a full-service advertising agency. We use data and insights to build market leaders through branding and strategic marketing solutions. We pride ourselves on knowing our clients' industries inside and out and being true business partners. |
| Laura Mitchell VP of Digital | L&S is a marketing agency offering full digital, website and traditional capabilities. We work with some of the biggest brands in the Midwest, and focus on the travel, food service, health and wellness, and retail industries. We creatively solve problems for our clients - driving ROI and engaging with our audiences. |
| If applicable, what has been your role in working to grow your client accounts? | |
| Marta Lehn - New Business Specialist | We are all expected to look for areas of opportunity and bring forward projects to sell in to clients. |
| Luke McElrath | I've worked to grow my skill set in order to provide more options for possible creative executions. |
| Consumer Insights Strategist | We are always looking for organic growth opportunities. I often work with new business efforts and clients. |
| Alexis Johnson - Digital Marketing Analyst | Currently, my role has been to provide top-notch SEM strategies for clients as well as analyze media performance. By analyzing media performance, this shows the value of our marketing efforts and the impact on their business. My role is evolving as our agency focuses more on business results and provides that level of reporting to our clients in order to grow our business. |
| Scott Wiechmann - Sr. Creative Director | Strategy and creative. |
| Ty MacConnell - Graphic Designer | Producing eye-catching creative. |
| Roberta Forman, Senior Design | I'm part of the new business/agency promotion team is a designer. |
| Alex Van Voorhis Media Coordinator/Buyer | My role as a media coordinator has been to pitch new and innovative media strategies to our clients. Bringing new ideas that tie back to the investment has been the key way to grow client accounts. |
| Travis Adney - Digital Strategist | Often times, new business prospects are looking for a website as the cornerstone of their new business, brand, campaign or initiative. I spend a considerable amount of time creating strategies, estimates and pitching in response to RFPs. This includes strategic writing, estimation and vendor management/decision making. |
| Shelly Johnson, Director of Community Outreach | By category expertise and business connections in the Sioux Falls community |
| Erin Weinzettel, Group Director | Provide big ideas with media recommendations, listen to client needs through client conversations and providing solutions to those needs. |
| Alicia Dorris- Media Coordinator | open and transparent interaction with those in equal roles as myself on the client side. Bringing new ideas, to show that we always have them in mind. |
| Tim Hoss - Account Executive | My role in helping grow my accounts has been to build solid relationships with the client, help brainstorm new business ideas and then selling the idea/concept to the client. |
| Alison Kerkvliet Digital Strategist | Strengthening relationships with clients so they lean on me as their digital expert. Building those relationships and trust will allow me to pitch new digital projects. |
| Carrie Biondi - VP Business Development & Client Service | I foster our sales teams' growth and help lead organic growth and new business pitches. |
| Chelsea Redinger; Senior Media Strategist | The media team has been tasked with not only sustaining clients' media spend but proposing additional ideas to increase budget. |
| Casey Goodmund, Senior Designer | Calm, assertive, leadership amongst our team and when present with clients to build confidence in what we have as a team and who they're working with. Knocking out some dope creative! As well as, staying on top of industry trends and knowledge. |
| Jack Sandeen Consumer Insights Specialist | Strategic planning designed to make future campaigns more predictable for the team, allowing time for bigger ideas and giving clients something unexpected/above-and-beyond expectations. |
| Tara Locke - Creative Director | I have helped with several new business and organic growth pitches throughout the years. |
| Jamie Hegge, Director of Client Service | I am the lead group director on my team, so I play a major role in growing our clients organically and also ushering new clients in the door. |
| Katie Uecker - Media Specialist | Not applicable |
| Hanna Rehome, Consumer Insights Specialist | Thinking of new research projects to pitch. Presenting competitive and industry info to help the team think of new idea. |
| sarah pitts - senior art director | We look for opportunities to bring new creative ideas that the client didn't ask for. We try to inspire them to step out of their comfort zone and try a tactic that may live outside of the yearly plan. Organic growth is a topic of our brainstorms. |
| John Pohlman Executive Vice President/Executive Creative Director | Oversee development of all creative work with account team creative directors; have been part of numerous agency pitch teams and business building initiatives for clients. |
| Melody Morton Creative Director | I have worked on several big pitches and new business accounts |
| Amy DesLauriers, Director of Media Strategy | player in developing BBI strategies, selling in media strategy and new ideas, working on new business RFPs |
| Wade Thurman, Associate Creative Director | Pushing the creative product for our clients into new areas they may have not thought of. |
| Katherine Althoff, Senior Designer | Mostly back-end, providing design support for RFPs, presentations, etc. |
| Dara Klatt - Media Strategist | As a Media Strategist, there are a few ways that we can help grow client accounts: 1. Provide strategic direction to expand on current media efforts 2. Present new media opportunities as they relate to current business objectives. |
| Carly Hegstad - Digital Strategist | I help identify key opportunities for organic growth within my discipline and help build strategies and give presentations to sell in those organic growth opportunities when applicable. |
| Amanda McCord | Looking for additional media opportunities outside of current media plan and budget. |
| Mark Jacobsen, Media Strategist | Bringing new big media ideas that go above and beyond what the client expects. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | I have worked on both the strategy side and the creation side to identify growth opportunities for our clients. |
| Ben Gerig, Web Developer | I have been a part of unexpected projects for clients, and have helped create value by finding appropriate solutions to their needs. |
| Ryan Budmayr - Account Executive | Providing additional consulting and strategic development. |
| Trevor Patch, Senior Marketing Technologist | Providing new services and products to clients, including consulting on software and technology, implementing or updating client systems, and developing client-specific tools beyond just brand websites. |
| Sydney Bartunek, Account Coordinator | I assist the Account Executive for each client on our team to bring our client BBIs (Business Building Insights) each quarter. |
| Joey Nielsen Associate Creative Director | Tangentially applicable: Strategy, creative spec work, client relationships and presentations. |
| Dan Edmonds, SVP-Design Director | When I was day-to-day as an AD or CD was always looking for organic growth opportunities or ways to expand programs and campaigns. In an oversight and leadership role I work with the teams to think beyond the immediate job or project and bring expanded ideas to clients. Where I have client contact it's to try to get them to think bigger than the parameters of their specific request. To challenge them, respectfully, to be more. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | I work closely with our VP of Business Development to gain insights on prospects, develop strategies for their specific needs, and frequently participate in pitching new business. New business is where I spend about 30-40% of my time at the agency. |
| John Pohlman, EVP/Executive Creative Director | As ECD, have overseen and been involved in multiple business building initiatives and have day to day oversight with all agency creative directors and teams working on organic growth opportunities. |
| Kyrie Bussler, Media Coordinator | I haven't had much, but I've started to pitch media strategies and calendars to accounts. |
| Kristy Laue, VP of Creative | I've been very involved in RFP development and pitch teams for new business. For current clients accounts, I maintain a varying level of client contact depending on the client - with account where I have a closer relationship, I try to seek out opportunities and deliver business building ideas; with accounts where my relationship is more at an arm's length, I try to work with account service to deliver ideas and nuggets on an ongoing basis. |
| Paige Schwitters - Senior Account Coordinator | I've worked to grow some of the major accounts I manage such as DSU, the Rapid City Regional Airport and Department of Labor. While engaging with clients to learn their business problems, I loop in appropriate team members to ensure we are developing strategies to fit their needs. |
| Kevin Phipps, Audio Producer/Engineer | Do the best work possible and work with all involved with the creative process and execution. |
| Cortney Slaight, Group Director | Growing client accounts is one of my main priorities. I focus first and foremost on building relationships. From there, I'm responsible for knowing my clients' businesses inside and out and being able to pinpoint their problems so that we, as an agency, can bring them strategic solutions that they're going to want. |
| Laura Mitchell VP of Digital | Pitching new business, figuring out digital strategies relating to RFPs, completing RFPs, identifying organic growth opportunities, building relationships with clients, bringing the fun. |
| When you consider your clients, what do they most value about the agency? | |
| Marta Lehn - New Business Specialist | The deep category knowledge and lifelong industry relationships we have while maintains the fresh perspective of much younger agencies. |
| Luke McElrath | Responsiveness |
| Consumer Insights Strategist | Creative and strategic horsepower. |
| Alexis Johnson - Digital Marketing Analyst | I would say our strategies and consumer research. |
| Scott Wiechmann - Sr. Creative Director | Relationships and our willingness to do anything necessary to help them succeed. |
| Kim Ringen - Office Manager / Receptionist | Knowledge; strategy; trust; honesty; ethics; relationship |
| Mariah Larson - Digital Coordinator | Relationships and trust that we will create the best work for them. |
| Ty MacConnell - Graphic Designer | Analytics, industry-knowledge and vendor relationships. |
| Blair Gilkyson, Copywriter | The relationships we share with them and the dedicated, industry-specific L&S team that works with them. |
| Roberta Forman, Senior Design | I think knowing that they have dedicated people working on their accounts is a big deal - not just knowing the account people, but knowing the higher level team members. Knowing and trusting their team is a big deal. It makes it easier for us to bring them an out of the box idea that may make them uncomfortable and have them understand why we think it's best for them. |
| Alex Van Voorhis Media Coordinator/Buyer | I believe they value our ability to work nimbly, as a lot of larger agencies are not able to do so. |
| Taylor Vavra Digital Specialist | They really value our insights, our smart, new strategies and award-winning creative. |
| Travis Adney - Digital Strategist | I believe they value the relationships that they build with the team - most specifically the account service, creative and digital team members on each of the accounts. |
| Katelyn Short - Designer | The research and explanation that goes behind why we do the things we do and present. |
| Shelly Johnson, Director of Community Outreach | I think what they value most is that we never quit and we never say no. They know we have their back. |
| Erin Weinzettel, Group Director | Collaboration and execution to get things done. Provide strategic media placement. |
| Alicia Dorris- Media Coordinator | The trust they have in us to know and understand their business. |
| Tim Hoss - Account Executive | How reliable we are. We are very responsive to our clients and we get things done. They know we're always there to help them out. |
| Alison Kerkvliet Digital Strategist | Full service and creative capabilities as well as L&S' ability to be a strategic partner. L&S can take a small or big idea and fully run with it. L&S is a business asset to many of our clients. |
| Carrie Biondi - VP Business Development & Client Service | Our strong relationships. Strategic thinking. Passion/care. |
| Chelsea Redinger; Senior Media Strategist | I think our clients value our team and the relationships we have. Our team hasn't had a lot of turnover recently which puts the clients at ease. They would also say we are innovative problem solvers. |
| Casey Goodmund, Senior Designer | Relationships, creative they love, knowledge and peace of mind that our team gives them. |
| Jack Sandeen Consumer Insights Specialist | Strong relationships with leadership. |
| Tara Locke - Creative Director | We are their partner. When that concept is lost, we become their vendor and are pushed to the side. Relationships and constant superior execution for the client is key - when we do these things, our clients value us so much more. |
| Jamie Hegge, Director of Client Service | - Our nimbleness and ability to turn plans quickly. - Our insights based strategies. - Our ability to develop creative that stands out. |
| Katie Uecker - Media Specialist | We have a great relationship with our Tourism accounts and have worked with them for many years, I believe they value the trust they have with us and the results that we have delivered |
| Hanna Rehome, Consumer Insights Specialist | ability to impact business results. |
| sarah pitts - senior art director | I think our clients value our relationships but also the results we provide. |
| Melody Morton Creative Director | Relationship - our willingness to jump in when they need help. Our expertise - ability to learn their business, analyze data and provide strategy and insight driven creative. |
| Amy DesLauriers, Director of Media Strategy | full-service, reliable and award-winning results for their business, relationships |
| Wade Thurman, Associate Creative Director | We will jump on a problem on a moment's notice. No problem's too big or too small. They are also very insights driven. |
| Katherine Althoff, Senior Designer | Their relationship with us and how invested we are in their businesses. |
| Dara Klatt - Media Strategist | A lot of the clients that we work with are long-standing clients. They value the culture of our agency and long-term, trusting relationship we've built. We know their business and industry inside and out and can serve almost as an extension of their internal teams. They can truly trust that we have their best interest in mind with anything that we are presenting or recommending. |
| Matt Sebert - Copywriter | I would say they value their relationships with L&S. They are able to come here and talk to a team that they trust. |
| Carly Hegstad - Digital Strategist | We never give up - no matter what. If we don't have the answer, we'll go and find it for them. |
| Amanda McCord | The drive, passion and innovation L&S provides. |
| Mark Jacobsen, Media Strategist | We continue to deliver; hard working employees and they are very trustworthy in knowing that the job will get done up to the expected standards if not more than expected. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | The clients I work with appreciate that L&S stays ahead of curve and brings them intel on how their brands can benefit from tactics in the vastly changing media landscape. They trust us as a guide to help them determine how they can take advantage of the new world. |
| Ben Gerig, Web Developer | Expertise. Innovation. Big ideas. Professional and capable team. |
| Ryan Budmayr - Account Executive | Quality. Quickness. Our ability to go above and beyond to find solutions to any problem. We may be more expensive, but we value our partners and will do anything to get the job done. |
| Trevor Patch, Senior Marketing Technologist | Our ability to find a solution to any problem and help them with any project. |
| Sydney Bartunek, Account Coordinator | Our strategic leadership and award winning creative. |
| Joey Nielsen Associate Creative Director | Probably the level of service they receive from every discipline, but especially client service. |
| Jordan Calef, Media Coordinator | Our clients value the relationship we have built with them because it comes with trust. No matter how long they have been a client, L&S works hard to show the client they can trust us by providing the best work and covering all aspects needed to make a successful campaign. |
| Dan Edmonds, SVP-Design Director | Our most successful (and profitable) clients utilize almost every capability we offer and engage us at a strategic level. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | The ability to get things done, no matter what. Our clients respect our ability to overcome impossible challenges and always find a way to get their needs addressed and make them successful. While not something we tout as a differentiator - our grit and determination to 'make it happen' are absolutely one of the biggest things clients value about us. |
| Aaron Bauer, Business Specialist | Working with a team that has great expertise in the clients' industries while still striving to learn more so that they can provide new ideas and insights into the clients' marketing needs |
| John Pohlman, EVP/Executive Creative Director | They value the caliber of our client facing employees - the intelligent, driven problem solvers who understand their company and their industry. |
| Kyrie Bussler, Media Coordinator | I think they value the expertise they get from the team. The client teams are comprised of team members who are dedicated to those accounts instead of dabbling on all the accounts across the agency. The teams truly understand the concerns affecting the clients' industries. They also have a relatively close-knit team of people they are familiar with on a day to day basis. |
| Kristy Laue, VP of Creative | I think they value our people and have many good relationships with leaders like Scott or those who work on their team. We aren't slick "ad people" like most agencies. Beyond that, I think they value how dedicated and hard working we are - we don't let things fall through the cracks, and many of our clients trust us to handle things of great importance that go far outside of just marketing. In some but not all relationships, they value our insights-driven approach and objective opinions and ideas. |
| Olivia Larson, Account Coordinator | That we can turn projects very quickly and reliably. That we are passionate about what we do and will work hard for them and their business. |
| Paige Schwitters - Senior Account Coordinator | Strategic work, award-winning creative, reputation of the company, passionate team members who care about the success of the client's business |
| Kevin Phipps, Audio Producer/Engineer | The fact that we really do go the extra mile in every way. |
| Cortney Slaight, Group Director | The people. My clients always talk about how much they love their team. Of course, there's more to it. They don't just work with us because they like us. Obviously, they have to be happy with the results they're seeing and the perspectives that the people on their team bring. However, that is the number one thing I hear from all of my clients. They like working with L&S. |
| When you consider your clients, what do they need but are not getting from the agency? In other words, do you see any missed opportunities in terms of fulfilling unmet client needs? This is not meant to be negative, but instead to have you consider Organic Growth from a "client need" perspective. | |
| Marta Lehn - New Business Specialist | We’ve started doing this but proactively showing the client what we can do and bringing them ideas they asked for that aren’t crazy expensive or out of the box. Sometimes they need the simple stuff but the teams have a lot more fun pitching flashy, high ticket solutions. |
| Luke McElrath | We're too reactive to what the client says they want. We need to focus more on messaging to the consumer than to the CMO. |
| Consumer Insights Strategist | The effort isn't always agency wide. There is often a core group that carries the weight. That group can only do so much, so there are opportunities left on the table. |
| Alexis Johnson - Digital Marketing Analyst | I would say the level of reporting our clients get. This is a huge opportunity to show that our strategies and media placements are making an impact on their business. |
| Scott Wiechmann - Sr. Creative Director | It's different for every client, but on the whole, it seems like we have organic growth ideas, but aren't able to get traction with them, or the clients don't have additional budget to act on them. |
| Kim Ringen - Office Manager / Receptionist | Time to develop organic growth. Busy doing the day-to-day; sometimes not looking forward or seeing organic growth opportunities - or the time to implement. |
| Mariah Larson - Digital Coordinator | My team has recognized that we need to be thought leaders in the categories of our clients, think ahead in campaigns and be a strategic partner that they know and trust, working alongside them through everything. |
| Ty MacConnell - Graphic Designer | They need a strategic partner, not just a production house. They know and desire what we're capable of but are hesitant to take many creative shots and trust us to do right by them. This leads to "boring" creative that doesn't benefit them. |
| Roberta Forman, Senior Design | I think they're getting what they know we can do, but we could put forth more effort into letting them know what we can REALLY do. We're not just idea and design people. We're strategic and insights-driven. We don't just make something because it looks pretty, we make something based on research, testing, and knowledge of the industry. |
| Alex Van Voorhis Media Coordinator/Buyer | I think there is a need to tie back more of our efforts to ROI to show the clients how and why their money is being spent and how that is effecting what they see back from consumers. |
| Travis Adney - Digital Strategist | L&S can surely provide almost all of the marketing needs from the client - I believe there are times where we need to consistently remind the client that we have these services and a proven track record of providing high quality work in that space. When L&S fails to frequently remind the client - that is often when clients set their eyes on niche shops or agencies that focus on the one service needed. |
| Katelyn Short - Designer | I'd say we lack staying on top of presenting new ideas. We are super busy and create awesome work but need to stay in front of the client driving more opportunities and growth. |
| Shelly Johnson, Director of Community Outreach | I think clients can become very myopic and day-to-day driven. When there are constant fires, it is difficult to get their attention for long-term planning in order to foster understanding of what challenges lie ahead. Our teams do a great job of being self-directed and getting out ahead on their own rather than waiting for the green light from clients. Account service needs to assert calm leadership and keep beating the drum - with the clients and with their teams - to look for trends and new competitive threats. We also need to find ways to keep clients' senior leadership involved. |
| Erin Weinzettel, Group Director | Our client needs a lot of things (supplemental digital media buys, advocacy campaigns, brand development through photography and video), but we run into contract limitations... how do we work around those? |
| Alicia Dorris- Media Coordinator | clear communication between Account Service to the rest of the team. We really rely on them to let us know what client needs are before we even see them coming. This has improved drastically lately though. What are the clients goals when we get a project or task and managing the clients expectations on turning a project. |
| Tim Hoss - Account Executive | It's hard for me to give a complete answer to this question as I haven't been with the agency real long. At first glance, I feel like we do a really good job of getting clients what they need and also being proactive with them but I'm sure there are things we're missing. |
| Alison Kerkvliet Digital Strategist | More transparency on what they are paying for or what they get with L&S. There will always be cheaper options out there so we need to be more transparent on the benefit of working with us. |
| Carrie Biondi - VP Business Development & Client Service | Strong account leadership and creative problem solving (including creative messaging/design) - we're strong on some teams, but not on others. Very inconsistent. |
| Chelsea Redinger; Senior Media Strategist | I think there is tremendous opportunity with DSU, unfortunately our team is extremely busy with SDT and Co-Ops so it's often hard to give equal attention. |
| Casey Goodmund, Senior Designer | Unmet business needs that may not be related to advertising per say, but more about consumer and brand experiences. Events and more disruptive elements. |
| Jack Sandeen Consumer Insights Specialist | There is an opportunity to lead more confidently with our clients. With relatively high turnover, and small teams, relationship longevity is an issue, and clients can view the youth of newly hired team members as inexperience. Unfortunately, this results in trust issues and avoidance of taking risks. |
| Tara Locke - Creative Director | Our biggest strength can be our biggest weakness - Being the Client's Partner. When we are complacent with that notion, we lose their trust and it is hard to gain back. Continuously having dialogue about their business (with them), opens new doors of opportunity as well as providing insight into how to adjust the current relationship. This starts with Account Service and also relies on Lead Creatives, CI and Media members to pick up on these fluctuations and/or opportunities. The next step is taking action upon those findings instead of just talking about them... or worse, just sitting on them. In addition, there are several missed opportunities due to various factors. While a big one is mention above, the conversation about capacity and skilled personnel is the other. Without time or staff who are experienced can devote time the initiative, we miss opportunity. This can be discussed for length. |
| Jamie Hegge, Director of Client Service | The single biggest thing our clients are asking for right now are marketing plans that lead to business results. They want to see ROI, and they want to know how the proposed efforts are going to increase their bottom line. |
| Katie Uecker - Media Specialist | This is something we are currently working on, but I believe a better system of delivering digital performance reports every month and an end of campaign report that would include more deliverable results that relate back to their business goals. |
| Hanna Rehome, Consumer Insights Specialist | ROI reporting. Attributing sales to ads and justifying ad spend. |
| Melody Morton Creative Director | we have lost our sense of urgency. A client discusses a problem and instead of acting and proactively coming with a solution, we sit on it too long or don't act at all. We've become so process heavy that we aren't nimble and can't/don't do what our clients want or need us to do for them. We talk big but don't always execute our strategies. We are a very young agency, and while youth and new ideas are good, the inexperience in the workplace hurts us. |
| Amy DesLauriers, Director of Media Strategy | business results and pushing them to evolve with new technology and processes |
| Katherine Althoff, Senior Designer | I think they need to be pushed. When we see an opportunity for their business, I think we can push that more. |
| Dara Klatt - Media Strategist | 1. ROI modeling - opportunities to demonstrate the value of media or marketing 2. High-level strategy - looking at marketing on a larger scale to provide direction to initiatives rather than piecing things off into smaller buckets (big picture ideas) 3. Value - Not everything can be analyzed by ROI but we can better demonstrate value through research and other analytics |
| Carly Hegstad - Digital Strategist | Continued proof of business metrics and not just marketing metrics. In some occasions, we lack the ability to show exactly how what we do impacts their bottom line |
| Amanda McCord | ROI. This is something we are working on with many clients but until this point it has been missing. We are also pushing our clients to give us the information we need to calculate this. |
| Mark Jacobsen, Media Strategist | We need to develop an entire campaign including media, digital, and creative to have the full impact on the growth of the business. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | I do believe we can do an even better job of putting ourselves in our clients' shoes and bringing forward initiatives that are very meaningful to them. |
| Ben Gerig, Web Developer | I have not worked at the agency long enough to accurately answer this question. |
| Ryan Budmayr - Account Executive | Our clients could benefit from more project management, copywriting and overall strategic development. |
| Trevor Patch, Senior Marketing Technologist | Business justification for their ad campaigns. |
| Sydney Bartunek, Account Coordinator | Providing reporting based on their business metrics which is a key initiative we are working with our clients on for 2019. |
| Joey Nielsen Associate Creative Director | We tend relationships with such care, that I feel we sometimes forget to push clients or bring them the unexpected. |
| Dan Edmonds, SVP-Design Director | With our largest clients the focus has become data analysis, interpretation and activation. And a belief that interactive media and its perceived ability to target at an almost individual level is the magic spell that will dramatically reduce costs and drive growth. It may be myopic on their part, but it does provide opportunity for us to provide the expertise they don't have. The other thing I've seen is a degradation in experience and skill in client marketing staff. It seems in more and more cases that client contacts are coming from other disciplines - operations or project management - and are ill equipped for their role. Vision and effective leadership on the client side are becoming rarer. This can actually benefit us in cases where we can fill that role for them. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | The biggest gap from our clients eyes is probably innovation and being proactive in solving their unique business needs. We frequently get tied up in our day-to-day rhythm with clients and the cyclical projects they expect us to do as part of the routine. We don't take enough time to plan, strategize and get out front of their needs and bring them proactive solutions. |
| John Pohlman, EVP/Executive Creative Director | They need the agency to be more assertive and directive in leading them to Organic Growth opportunities and bringing them ideas they didn't ask for but have an unspoken desire to see. |
| Kyrie Bussler, Media Coordinator | We're starting to change this, but really correlating business outcomes and metrics to the performance of our marketing campaigns. When I first started a year ago, reporting mostly consisted of giving metrics like clicks, impressions, engagements, etc. While they're part of gauging success, clients for the most part don't understand them or feel overwhelmed by all the metrics. They've expressed wanting to know what the most important takeaway from campaigns are - which are how many clicks an ad got - it's whether we got people to take a vacation and make a hotel booking or increase sales tax, etc. We need to show them why they should be spending money with us. |
| Kristy Laue, VP of Creative | We miss out by failing to be proactive. For many clients it feels like we're waiting for an order or assignment instead of seeking one out and providing a valuable answer or opportunity for them before they're already working on it themselves. |
| Olivia Larson, Account Coordinator | I think our clients need us to push the envelope a little bit in terms of "big ideas". Of course it's hard to push those when client says no, but if we don't try new things than the results probably won't change. |
| Paige Schwitters - Senior Account Coordinator | Yes, I do believe all of our clients have definite areas of organic growth. However, heavy workloads and standard/known client work sometimes make it difficult to capitalize on opportunities and create proposals to grow that portion of the business. Often times, I believe we know what those opportunities are but don't have the resources to capitalize on them. |
| Kevin Phipps, Audio Producer/Engineer | I honestly can say I don't know from my perspective in the company. |
| Cortney Slaight, Group Director | Faster turnarounds. They have short attention spans and need smart solutions when they ask for them, otherwise they're on to the next thing. We deliver good strategies, but how do we do it faster? How do we take what we've learned and create a formula that we can go to? Obviously, we want to deliver custom solutions but how do we make this process faster? Sometimes it feels like by the time we've delivered a solution, the client has already moved on to their next problem. It'd be easier to get them to say "yes" while they're in that mindset. |
| When you think about competitive firms, what benefit do you provide to clients that they don’t? | |
| Marta Lehn - New Business Specialist | We think strategically in a way that means we don’t have to always be on the defense. When industries cut back and clients are struggling, many agencies will play not to lose. We’re smart about it but we always play to win. |
| Luke McElrath | Our team structure gives them more access to people who are focused almost solely on their business. |
| Consumer Insights Strategist | The size of our staff, just the horsepower we offer. Most regional shops can't match us. We have a dedicated consumer insights/research team. In the region most agencies don't have true insights teams. They often have people that "research", but are actually in a different discipline. |
| Alexis Johnson - Digital Marketing Analyst | Just being a full service agency (not specializing in only creative or digital) |
| Scott Wiechmann - Sr. Creative Director | We're cheaper and our teams are more invested in the client's business. |
| Kim Ringen - Office Manager / Receptionist | Strategy and creative thinking - going above and beyond |
| Mariah Larson - Digital Coordinator | I think we might be seen as a small agency, but we bring big ideas. Being a small agency in the midwest isn't hindering the amount of or level of ideas that we are capable of bringing to clients. |
| Ty MacConnell - Graphic Designer | Local, humble, knowledgeable, work ethic and putting in the necessary hours. |
| Blair Gilkyson, Copywriter | Lawrence & Schiller provides that welcoming, warm relationship, where the client is treated like family. |
| Roberta Forman, Senior Design | I think we have two big advantages. Our team structure really helps us give the clients the intimacy that they want, while still having three other teams standing behind us ready to help out whenever needed. The other advantage is our research and insights. Without knowing our target audience down the nitty-gritty, we can't make informed decisions on our campaigns. We don't just make something to make something. It's not always about what the creative team wants - it's about what the research says. |
| Alex Van Voorhis Media Coordinator/Buyer | Touching on what I mentioned earlier again, I believe our agency is able to quickly get things done that others cannot. With our setup of mini-agencies within the agency, I believe our communication is more effective. |
| Taylor Vavra Digital Specialist | Lawrence and Schiller's size allows us to be very competitive. We are large enough to be a full-service agency but are also small enough that we can be nimble and can make quick updates. |
| Travis Adney - Digital Strategist | True, full-service marketing. There are suggestions or theories that the "agency model" is dying - but it could still be an advantage to clients who do not like to spread their vendor relationships too thin. Secondly, research-driven creative/work. Truly insight driven strategies. |
| Katelyn Short - Designer | Research and knowledge. |
| Shelly Johnson, Director of Community Outreach | L&S will always "outthink and outdo" and it is evident in all interactions with our clients. We have expertise, depth of knowledge, and are far more connected to business leaders and movers and shakers than our competitors. Our clients benefit from that. We can make just about anything happen. |
| Erin Weinzettel, Group Director | Strategy. Most of our competitive clients are either cheaper or bring big ideas with no strategy. |
| Alicia Dorris- Media Coordinator | Full service. I feel like it has been a trend to have your creative development, digital and media at separate agencies- and i feel that communication get break down when that happens. |
| Alison Kerkvliet Digital Strategist | Ability to take complete ownership of projects taking a lot of load off the clients. Every project is done as a "full service" project whether big or small. A simple email will touch a designer, copywriter, account service and digital. We truly are a full service agency and we don't just say that, as teams we work very closely with each discipline to provide the best product. |
| Carrie Biondi - VP Business Development & Client Service | We are passionate and relentless in what we do. Our clients feel that. Mix that with smart strategies and creative that drives results and it's a perfect mix. We are just so inconsistent on our teams and that's where the issues bubble up. Clients don't receive the same across the board. |
| Chelsea Redinger; Senior Media Strategist | Our account service group leaders are fantastic. They lead our teams and guide our clients to success. The way our agency is structured in teams is also a benefit to our clients as they have the same people working on their account day in and day out. |
| Casey Goodmund, Senior Designer | Experience and knowledge. Deep dives into strategy and messaging. Thinking about the whole rather than just one part. |
| Jack Sandeen Consumer Insights Specialist | Probably the best senior leadership and culture of anyone in the industry. |
| Tara Locke - Creative Director | Competitive in our current landscape: quality. Competitive in our "where-we-want-to-be" landscape: smarts, personality and get-it done attitude. |
| Jamie Hegge, Director of Client Service | Since we are the largest agency in South Dakota, our competition are big shops in Minneapolis, Denver, Kansas City, etc. Our benefit is the ability to move quickly and focus on insights that drive results. We are not just about show-stopping creative. It's more than that, and we can deliver that. |
| Katie Uecker - Media Specialist | Unknown |
| Hanna Rehome, Consumer Insights Specialist | Smaller and more agile. Personal focused team. |
| sarah pitts - senior art director | I think the niche companies will always be a threat - but we have the relationship & the proven track record that hopefully keeps the client from being wooed. |
| Melody Morton Creative Director | They are nimble. They lead vs. take direction. |
| Amy DesLauriers, Director of Media Strategy | size and location, full-service not boutique |
| Wade Thurman, Associate Creative Director | We we pitch new business, we go above what is asked in an RFP. As far as day-to-day work, we will help with every marketing aspect of their business, even the little things that larger agencies may turn down. We are results-driven, so we will go all out to help our clients grow. |
| Katherine Althoff, Senior Designer | We are absolutely invested in our clients' businesses and not just doing work to make ourselves look good or to win awards. |
| Dara Klatt - Media Strategist | We provide the client-agency relationship that some larger firms cannot. We have staff in the trenches with our clients on a daily basis so that we can eat, sleep and live their brand. |
| Matt Sebert - Copywriter | I think we bring a certain tenacity that other agencies don't. We really do care, which is the most important thing an agency can do when you get right down to it. |
| Carly Hegstad - Digital Strategist | We're a smaller agency and that's a good thing - we're nimble, move quickly and care deeply about each piece of business that comes in the door |
| Mark Jacobsen, Media Strategist | We are full service, so can offer them everything they might need. We also have category expertise in several categories and we use our team resources well to cross promote and help each team with potential new business or special projects. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | I haven't run into a competitor that I've seen live up to our level of commitment to outthink and outperform to drive agency growth. Many talk the talk. We really deliver. |
| Ben Gerig, Web Developer | Unique ideas and strong client/agency relationship. |
| Ryan Budmayr - Account Executive | More staff. More experience. More talent. More relationships across the region. |
| Trevor Patch, Senior Marketing Technologist | A greater depth of resources, more years of industry experience. |
| Sydney Bartunek, Account Coordinator | When we've lost business since I've been here, in a few cases it's been to an agency that has more industry knowledge in the client's product category. |
| Joey Nielsen Associate Creative Director | Talent, process, size, flexibility and nimbleness. |
| Jordan Calef, Media Coordinator | Even though L&S is a small firm, we produce the work of a bigger agency. Our clients will get great work from us but also receive support in many areas and a team of people willing to help in anyway that they can. A lot of agencies might say that they have a great culture but L&S has built a culture of that makes people want to help in anyway that they can. It is unique and something that sets L&S apart. |
| Dan Edmonds, SVP-Design Director | There are no local competitors that offer the experience, capacity or breadth of services we can provide. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | We focus on results and driving business ROI. We are building a dedicated marketing analytics team (in addition to the ways we measure ROI already) to put even more emphasis in this area. We work with our clients to change the conversation to focus on what impact the marketing had on their business - not just the next creative idea. We're interested in the full picture of our clients' businesses - not just what the messaging says. This holistic approach is something that I think our clients can benefit from. Too often they too are too focused in "marketing" and having us look beyond that one silo can help them see the big picture too. |
| Aaron Bauer, Business Specialist | Due to our size, we can offer a more personal touch with our clients |
| John Pohlman, EVP/Executive Creative Director | A deep understanding of their business problems and a push to use technology and hypertargeted creative to help drive their business. |
| Kyrie Bussler, Media Coordinator | Some clients work with agencies that are more national and/or based out of state. With our in-state clients, these agencies don't fully understand the day to day lives of clients and their needs and don't get to have consistent in-person interactions. While technology is great for bridging those gaps, I think clients still need a regular amount of in-person interactions to fully trust the team. |
| Kristy Laue, VP of Creative | I think our team structure is unique, and while for a prospect they may not see a huge difference in how that drives our day to day operations, I think our more tenured clients would say it's a big benefit because they get a deep bench of people they know and trust, and who know their business very well. |
| Olivia Larson, Account Coordinator | L&S has the best marketing minds in the region. We have the most creative, intelligent, strategic, award-winning marketing people in South Dakota, without a doubt. We're the best at what we do. |
| Paige Schwitters - Senior Account Coordinator | I truly believe that our team-focused approach makes us much different than other agencies. What people often don't realize is that we have the resources of a large firm but offer the nimbleness of a small agency in terms of being able to crank out quick work and re-rack strategies. |
| Kevin Phipps, Audio Producer/Engineer | We offer a true "full service" agency, which allows us to overlook and produce things faster and with less errors/revisions. |
| Cortney Slaight, Group Director | We're not just an advertising agency. We're a business building agency, and we've got the experience and case studies to prove it. We don't just sell our clients SEM plans or TV spots. We bring them business solutions. Nothing is a "one-off". It's all part of a larger strategy, and we think of every aspect of the business. |
| What benefit do they provide to clients that you don’t? | |
| Marta Lehn - New Business Specialist | Our experience outside the state is limited in many industries. |
| Consumer Insights Strategist | Cost. We are more expensive and sometimes struggle to explain why. |
| Scott Wiechmann - Sr. Creative Director | Category expertise and experience. |
| Kim Ringen - Office Manager / Receptionist | "Big City" compared to "Fly Over" misconception |
| Ty MacConnell - Graphic Designer | Fresh perspective. |
| Blair Gilkyson, Copywriter | Bigger agencies have deeper pockets and funds to work with. |
| Taylor Vavra Digital Specialist | Bigger agencies tend to have more experience with some of the "big names" in the industries our clients compete in. |
| Travis Adney - Digital Strategist | N/A |
| Katelyn Short - Designer | Concentration in certain fields. |
| Shelly Johnson, Director of Community Outreach | I think sometimes there is a perceived benefit in working with someone who is out of state, new and fresh, or bigger than L&S. We have long-term relationships with clients and if we're not careful, those can be perceived as "more of the same" or getting stale. We need to stay on top of game, enthusiastic and fresh. |
| Erin Weinzettel, Group Director | They think outside the brand. They show them "cool" stuff/ creative and find ways to execute. |
| Alicia Dorris- Media Coordinator | They are able to focus ALL of there energy on one thing. For example of you are a social media agency- that is all you live and breath, so you really do know every possible new thing that is coming out. We have to juggle and balance between keeping up with trends across many aspects. |
| Alison Kerkvliet Digital Strategist | Lower cost, faster. |
| Carrie Biondi - VP Business Development & Client Service | Creative innovation and insights driven creative solutions |
| Chelsea Redinger; Senior Media Strategist | Larger agencies are often able to provide their clients bigger (more costly) ideas due to their relationships with vendors. |
| Casey Goodmund, Senior Designer | Seemingly more niche expertise. Doing one thing really well and selling that same plan to everyone. |
| Jack Sandeen Consumer Insights Specialist | More confidence in day-to-day relationships/communications. |
| Tara Locke - Creative Director | Competitive in our current landscape: cost. Competitive in our "where-we-want-to-be" landscape: portfolio. |
| Jamie Hegge, Director of Client Service | More creative horsepower and reputation for working on national brands. |
| Katie Uecker - Media Specialist | Unknown |
| sarah pitts - senior art director | Niche companies get super deep into a specific industries or mediums. We are pretty strong in our industry expertise, but sometimes we don't get super deep into mediums (mobile apps, websites, etc) |
| Melody Morton Creative Director | They react quicker. we can react quick, we just don't. Like I said, we've lost our urgency. |
| Amy DesLauriers, Director of Media Strategy | stronger digital strategy and creative and/or just a stronger reputation of digital excellence, public relations and outreach, social expertise |
| Wade Thurman, Associate Creative Director | The might have a broader time-line perspective with clients so ample time is reserved to do the best work. Not as much rushing. |
| Katherine Althoff, Senior Designer | I think they can provide a fresh perspective. A lot of our clients have worked with us for so long. If an outside agency presents something that we presented a year or two ago, it is always going to look more fresh and glamorous coming from them. |
| Dara Klatt - Media Strategist | 1. Opportunities to stay ahead of the industry (new trends, technology) 2. Public relations - ability to address earned media |
| Matt Sebert - Copywriter | To be honest i don't know much about other agencies. |
| Carly Hegstad - Digital Strategist | Team members with more experience Large book of business |
| Mark Jacobsen, Media Strategist | They can be more cost effective. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | There are agencies that have more experience in their narrow categories than us. |
| Ben Gerig, Web Developer | I have not worked at the agency long enough to accurately answer this question. |
| Ryan Budmayr - Account Executive | More outside the box creative. |
| Trevor Patch, Senior Marketing Technologist | Can't think of anything. |
| Joey Nielsen Associate Creative Director | I can really only think of two: specialization or cost. |
| Jordan Calef, Media Coordinator | While Sioux Falls is a big town for South Dakota, it is not located in as big of a city as some of the competitive firms. This provides the client easier travel to the agency if needed as well as grants access to more face to face time with vendors for the agency. L&S has made a name for themselves despite the location of the agency. |
| Dan Edmonds, SVP-Design Director | Regionally the challenges come from specialists. MMGY in travel and tourism as an example or agencies with specific focus in direct mail lead generation and claimed expertise in highly targeted digital media execution and tracking. We suffer at times from the perception that we're a generalist or more traditional shop. Clients want the shiny new thing and don't believe we offer it. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | Access to and exclusive relationships with new partners. Many other agencies are located in a market or have the cache to build relationships with vendors to get first access to new opportunities and placement (on the media side) and our size, location and diversity of industries prevent us from offering the same. That said- I don't think that's our opportunity or what we're trying to replicate. It's just a challenge that undercuts us when going head-to-head with other shops. |
| Aaron Bauer, Business Specialist | Competitive agencies likely have more resources available (e.g. vendor relationships) |
| John Pohlman, EVP/Executive Creative Director | Deeply focused category expertise - we tend to be intelligent generalists who are deep with one or two companies within a category. |
| Kyrie Bussler, Media Coordinator | I think the most beneficial aspect is specializing in a specific industry - for example, they're strictly a travel and tourism agency or just higher education. While we have client teams dedicated to those industries, we don't have a full agency behind us who know those industries as well. They also have more buying power and experience from working across several travel clients versus just one travel client. |
| Kristy Laue, VP of Creative | More industry experience, and more client work that's national - we tend to get pigeonholed into only being a South Dakota agency because much of our past experience is here. But in reality, we're working with more and more national clients and are far more advanced than people expect for a shop in SD. We need to overcome negative perceptions. |
| Olivia Larson, Account Coordinator | The competition is cheaper than us. Or, they have ideas that feel big and fresh because they're being presented by a new agency, rather than our familiar face. |
| Paige Schwitters - Senior Account Coordinator | At times, I feel like we take ourselves too seriously - we become so engrained in the "smarts" of marketing and advertising that we forget to bring the fun too. Of course, other agencies also may have an impressive client roster that we don't, which leads to a better perceived reputation. I really believe we could go head to head with a lot of companies but are looked down on due to our location. |
| Kevin Phipps, Audio Producer/Engineer | I really don't know. |
| Cortney Slaight, Group Director | Sometimes smaller agencies are more nimble than we are...or hungrier. We need to be less arrogant and more open minded to how our clients' businesses work. |
| Even if you’re not in account management / client services, how would you define this role? What makes a great account person? | |
| Marta Lehn - New Business Specialist | They’re the buffer/translator between the client and the team. We live or die by communication and they facilitate the way the team communicates and how well we stay on track. |
| Luke McElrath | I think a great account person has to balance the needs/desires of the client with the capabilities and capacity of the agency/team. |
| Consumer Insights Strategist | Great account service people have high level communication and organization. Communication with the client AND team. Sometimes good AS gets confused for being slick or charismatic, which is bullshit. Yes, they are selling, but good communication will get more out of clients and help understand a clients' challenges much more clearly. That's how new work is found. Clients see through the slick salesperson crap. Honesty and clear communication is number one. Organization goes hand-in-hand with communication. A great AS team member sees all the moving parts and how they work together. They can keep the team heading in the right direction and running efficiently. |
| Alexis Johnson - Digital Marketing Analyst | This role is a to get more business and retain current clients. A good account manager asks pertinent questions of clients and relays detailed notes to the team. Doesn't promise timelines without consulting with the team. Has the clients best interest but also stands behind the agency's strategy and creative direction. |
| Kim Ringen - Office Manager / Receptionist | Someone who can listen, and implement with the team - trust of the client. Someone who can anticipate what's next for the client and see through all the day-to-day to get the client to the next level. |
| Mariah Larson - Digital Coordinator | A great account person is approachable, organized, poised, a leader and well trained in speaking with clients as well as relaying information to the internal team. |
| Ty MacConnell - Graphic Designer | Creating a channel of communication between agency & client. A great account person knows when to push back on the client. "Customer is always right" mentality is good, but it won't get the best results. Agencies & clients need to work together, and account service is the most important when it comes to making that happen. |
| Blair Gilkyson, Copywriter | Account services is made up of employees who are client-facing and are the liaison for the client and the L&S team. |
| Roberta Forman, Senior Design | They're the backbone of the team. It's a lot of pressure to put on a person, but if the account person doesn't know what's going on, none of us do. A great account person is someone who can be the "yes man" the client needs, but still being realistic about it for the sake of the team ("We can do that, but it's going to cost more or take longer" etc.) It's also important to be organized and great with timelines. |
| Alex Van Voorhis Media Coordinator/Buyer | The account management/client services role is the relationship builder and retainer of the team. They ensure everything is in order and that they understand the goals and functions of the particular client and are able to communicate that with the team. A great account person is someone who is extremely organized, a natural leader and someone who can think quickly on their feet. They also need to have great people skills to be able to build and maintain client relationships for the rest of the team. |
| Taylor Vavra Digital Specialist | A great account person knows the client in a personal and professional manner. They can communicate client expectations and goals for projects. They also help the team and project managers with tracking on project progress. |
| Travis Adney - Digital Strategist | Someone who is comfortable enough with the person(s) to be real, honest, and connect outside of the traditional 8-5 timeframe. Conversely, not SO comfortable that the client feels that we do not fuss or go 5280 for the client. |
| Katelyn Short - Designer | Relationships. Without a good relationship with the client, it doesn't matter how good you are or not. You need the trust to bring forward new ideas and get your client out of their comfort zone. |
| Shelly Johnson, Director of Community Outreach | A great account person is many things. They are a confident leader, they have a listening ear, they are empathetic, a great communicator, and they take the long-view. They understand how their words and actions influence clients and the team. They are personable, fun, interesting and kind. |
| Erin Weinzettel, Group Director | Provide rationale and understanding to client and team. Push the team to better their ideas and recommendation. Work collaboratively with others. Stay organized and build relationships with clients. |
| Alicia Dorris- Media Coordinator | Open communication and transparency. There is never a reason to hold back ANY information you get- it might not be important to you, but may affect others on your team. |
| Tim Hoss - Account Executive | Someone who can build relationships and trust with clients quickly. Someone who the client knows has their back and their best interest in mind. |
| Alison Kerkvliet Digital Strategist | Relationships, account leadership, and project management. They should be the leader for both external and internal teams and organized enough to execute the projects. |
| Carrie Biondi - VP Business Development & Client Service | _ |
| Chelsea Redinger; Senior Media Strategist | A successful account team member is organized, has great communication, knows when to say no, can push a client and can push a team. |
| Casey Goodmund, Senior Designer | Relationship building!! Yes and all of the organization and communication/people skills. I don't know what'd I'd do without my amazing account people. They put those selling pants on and make those clients feel good and happy. And even when they're not happy, they deal with it, get yelled at, talk them through issues and rally the team to keep everyone happy. They also make people unhappy sometimes, but they're not afraid to do so for the betterment of the team and client. |
| Jack Sandeen Consumer Insights Specialist | Personality-wise: Professional but not stuffy--a little well-placed sense of humor goes a long way. Confident but not arrogant. Strong communication with those on the agency team and filtering what should and should not be relayed to the team, and when. Plans well ahead of things - as much as possible. |
| Tara Locke - Creative Director | Account Service is the most valuable member of a team. They are able to know and understand everything about our client's business (and even their personal lives). They should have the ability to identify obstacles and opportunities in every conversation and relay that insight to the team. Account Service members should mold the conversation and control any situation that may arise. They are the front-lines to agency success. |
| Jamie Hegge, Director of Client Service | A good account person can balance relationship building with a strategic mindset on growing the client's business. They can be a trusted adviser for clients and successful sell in plans that their clients believe will impact their bottom line. |
| Katie Uecker - Media Specialist | I believe it's all about creating a lasting relationship with the client based on trust. This person has to stay on top of everything that's going on with their clients account from creative, to media strategies. They have to respond to the client promptly and not let things fall through the cracks. They are friendly and personable and have a good understanding of media tactics, creative design process, and consumer insights. Basically they are a jack of all trades and great at multi-tasking. |
| Hanna Rehome, Consumer Insights Specialist | Organized. Extremely good communicator. Not easily flustered. Knowledgeable in all areas of the agency, can speak about anything. |
| sarah pitts - senior art director | I'd define the Account role as the most important for communication. It is fantastic when account and creative go hand in hand. They are the face of the relationship, the fuel that keeps the train moving and the keepers of the timelines. They have entire teams behind them for support - and a great account person will rely on that team & be fully transparent in terms of communication & timelines |
| Melody Morton Creative Director | A great account executive/client service person is a great listener. They hear what the client is saying and that inspires ideas -- they don't just robotically take notes. They inspire ideas vs kill them. They work with the team instead of going cowboy on their own. They don't try to spin things to make it seem better instead they are honest and transparent with client feedback. They jump in the trench with you. They gut it out instead of going out for drinks and coffee. They work to unite the team vs. divide it. |
| Amy DesLauriers, Director of Media Strategy | strong communicator, organized, driven and reliable |
| Wade Thurman, Associate Creative Director | An account manager/executive has the important role of client relations. Besides being the main face of the work we present, they also have the important task of fully understanding a client's business and needs so the work we do can be as effective as possible. |
| Katherine Althoff, Senior Designer | It is all about balance and relationships. It's being able to have an outstanding relationship with the client, anticipating their needs, being their trusted go-to person and meeting their needs. It also means trusting their team and not burning them out. |
| Dara Klatt - Media Strategist | A great account service individual is a master of relationship building, organization and communication. They can build strong relationships with the client, fostering open communication to provide the best direction to the agency team. They can organize things to keep both client and agency on task to be the most efficient with dollars and workload. They are also expert communicators, deciphering client needs, communicating to all disciplines in the language they speak and presenting the agency in the best manner. |
| Matt Sebert - Copywriter | An account person is a lot like a point guard in basketball. They don't have to be the main player but they have to share the ball, get everyone involved, and make sure everyone knows whats going on. A great account person is flexible but not feeble, thorough, and excellent at communicating. |
| Carly Hegstad - Digital Strategist | A great account person is someone who's personable and understands the client on a human level. Having this understanding eliminates the feeling of selling, builds on open relationship for trust and feedback and comes of as someone who's whole-heartedly wanting to do what's in their best interest. |
| Amanda McCord | Approachable, passionate, great at building relationships, ability to manage timelines, good at multitasking, knowledgable enough to speak about all disciplines |
| Mark Jacobsen, Media Strategist | Someone that is well organized and shares client details with the entire team. They are also looking ahead for opportunities to bring forward to the client. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | A great account person has three legs to the relationship with their client. They respected, trusted and liked. You can't be a great account person unless you have all three. |
| Ben Gerig, Web Developer | A great account person is an expert in the industry, is well-prepared, and always stands up for their team. |
| Ryan Budmayr - Account Executive | N/A |
| Trevor Patch, Senior Marketing Technologist | It's a complicated role that covers a lot of positions: client lead, sales person, project manager, team leader, etc. A great account person has to be able to see things from both the agency perspective and the client perspective and they have to be extremely organized. |
| Sydney Bartunek, Account Coordinator | A great account person is able to build and maintain client intimacy in order to become a business partner and assist in revenue growth / focusing on their business objectives first and then their marketing objectives. This role is also able to set the tone for their internal team leading campaigns through feedback, timelines and budget. |
| Joey Nielsen Associate Creative Director | A great account person trusts you when they think you're right, pushes you when they think you're wrong, and sets everyone up for success. I find the best ones can also convince clients that the agency's best ideas were actually the client's. |
| Jordan Calef, Media Coordinator | A great account service person has the ability to keep everyone on track while keeping what the client wants in mind. They are constantly thinking of new ways to make things better for the client as well as what the agency is producing for the client. |
| Dan Edmonds, SVP-Design Director | Great account service people are true collaborators with the other disciplines. They fully engage and are respectful of the talents and perspectives of those people. They understand the power at their disposal and cultivate open, supportive relationships. They're unafraid to challenge ideas both internally and from clients. They don't control a team, they unleash it. They communicate to a fault. They guide and advise more than direct. Those who talk about "my" clients fail. Those who talk about "our" clients have the mindset to succeed. It takes intelligence, the courage to stand in the fire, a willingness to consider all points of view, an ability to listen effectively and calm, assertive leadership. It's a difficult skill set to master. They are rare. And essential. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | 1) ability to build trust, respect and rapport with clients 2) ability to keep projects moving in and outside the agency 3) ability to spot organic growth and new opportunities 4) ability to sell in and position the value of new work to clients so they sign off |
| Aaron Bauer, Business Specialist | Key contact for all project management needs. A good account service person is personable, responsive, and open to all client questions and frustrations. |
| John Pohlman, EVP/Executive Creative Director | The link between the agency and the client - has a strong understanding of what each side needs and acts as the advocate for both. Needs to be intelligent, energetic, opportunity-minded, diplomatic and tremendously self-aware. |
| Kyrie Bussler, Media Coordinator | This role is responsible for fostering the relationship between the client and the agency. They fully understand the ins and outs of clients and what they ultimately need from the agency so that the team can work on finding a solution. A great account person is a strong communicator, intuitive, proactive and has strong interpersonal skills. |
| Kristy Laue, VP of Creative | A great account person listens and leads. They listen to the client and know how to interpret what they're saying to find what they need, not just what they're asking for. They also listen to the team and listen to mentors/others to always learn and grow. There's nothing worse than an AE who only wants to hear their own voice, and clients hate that too. Beyond that, they know how to lead their team, to help craft a vision and direct, and help the client have confidence in their leadership. That builds trust, which builds opportunity. |
| Olivia Larson, Account Coordinator | A great account person is someone who is organized, detail-oriented, personable, and able to see a situation from the team's and the client's point of view. They build relationships so they can guide clients in the right direction. They are the calm, cool leader when the team is in turmoil. They understand enough about their team members' roles to know what each team member needs to complete a project. |
| Paige Schwitters - Senior Account Coordinator | Account management provides leadership on each team. The account people focus on relationship building, overall strategy and digging in deep to the client's business to learn more about the problems in the industry, what the day-to-day is like and how the team can better serve the client. I think a great account person is someone who is personable, inquisitive, strategic and driven - as all these qualities should lead to not only a great relationship but also help create the best solutions for clients to achieve their business goals. |
| Kevin Phipps, Audio Producer/Engineer | A good AE is a great listener and knows when to stand strong on issues and when to back down. |
| Cortney Slaight, Group Director | A great account person knows there is a fine line between being your client's biggest advocate but also being your team's greatest defender. You have to be a little bipolar, in a good way. At all times, you have to be thinking of how you can make every little detail better for your client. You have to be the positive one pumping your team up and defending the client even when times are tough...BUT you also have to respect your team and not be afraid to stand up for them. It is a very fine line and one that should be walked carefully. |
| Where does the agency most need to improve at growing current clients? How proactive is the agency at growing current clients? | |
| Marta Lehn - New Business Specialist | We go in phases. Growth depends on workload and our current “hot” focus. We’re good at recognizing opportunities when we’re intentional about it - like annual planning - but thinking through the opportunities and logically bringing them to clients. |
| Consumer Insights Strategist | Sometimes we get too smart for our own good. We overwhelm clients with details. On some level advertising is emotional, and sometimes fun, we miss that sometimes. |
| Alexis Johnson - Digital Marketing Analyst | Our agency does a good job of bringing new ideas to our clients. We have since started to provide plus-it ideas to our clients to say if we had this additional budget, these are the ideas we would want to execute. |
| Kim Ringen - Office Manager / Receptionist | Time - again, not enough to look at the organic growth. With our current clients - I believe there has always been opportunity from our current clients - but not the time to always find and research them |
| Mariah Larson - Digital Coordinator | The agency is proactive in growing clients. I think that Carrie is doing great at working towards growing the client base for L&S. |
| Ty MacConnell - Graphic Designer | Take the lead in client relationships. We're getting better. |
| Roberta Forman, Senior Design | We have a dedicated team for agency promotion, but it always takes a backseat to client work. It would be nice to have more time to dedicate to agency promotion/new business. |
| Alex Van Voorhis Media Coordinator/Buyer | I believe we need to keep bringing new and fresh ideas to the table so our clients know we are always thinking ahead and thinking about their best interests. |
| Taylor Vavra Digital Specialist | We need to continue to bring ideas that our clients didn't ask for so they know our capabilities. Our agency is getting better at it now, but can still improve. |
| Travis Adney - Digital Strategist | I think L&S has taken great strides in its efforts for New Business, but also for continuing to court and organically grow our current client portfolio. I strongly feel that we are proactive in our approaches to growing GP for the agency. |
| Katelyn Short - Designer | Need to have materials and research on hand to prove why we are the best at what we do. We need to go to them, not the client ask us for new ideas. |
| Shelly Johnson, Director of Community Outreach | The agency has always had focus on organic growth by encouraging the practice of business building ideas (BBI's); however, focus can too easily shift when the whole agency gets pulled into RFP responses for new business and existing clients up for review. BBI's all too easily slide to the back burner in favor of these things. Long-time clients need to be fussed over and in spite of our best intentions, all too frequently they are not. |
| Erin Weinzettel, Group Director | Need to look for opportunities outside of those clients with budget limitations. Often times we are asked to pitch ideas to current clients and then cut our prices to meet the budget of those clients. Small budgets. A branding project for less than $7,500. We need to do a better job repurposing great ideas to other clients. |
| Alicia Dorris- Media Coordinator | I think we are doing a great job at it- to be honest this training is something I am personally looking forward to because new business is something I struggled with when I was in Sales and learning some of the basics I think is great. |
| Tim Hoss - Account Executive | Continuing to bring new ideas to help grow their businesses. Even if they didn't buy off on it initially, doesn't mean they won't in the future. L&S does a great job of pitching new ideas on a regular basis. |
| Alison Kerkvliet Digital Strategist | Show clients the true value of working with us. Show how our efforts impact their business goals. |
| Carrie Biondi - VP Business Development & Client Service | Consistency. we need to stop competing with each other and work together to grow current clients and attain new clients. Some disciplines care more about themselves than the greater good. Some teams/individuals rock at growing current clients. Others really, really struggle. |
| Chelsea Redinger; Senior Media Strategist | I think as an agency we need to adjust our focus from day to day work for our clients to thinking big picture. We have slowly been strides towards this but we're not there. |
| Casey Goodmund, Senior Designer | I feel like we're pretty good at taking the initiative to say something that may not be working for the client, we want to take that on and help you. I think we could do a better job of being proactive and giving them a taste of the plan rather than saying, hey we can do that. before they ever ask for one. I think we could also do a better job of rallying the team together to dream big and put some ideas to paper/pinterest board and setting deadlines and timelines to keep it top of mind. Not letting the initiatives die! |
| Jack Sandeen Consumer Insights Specialist | I actually think that, in general, we do a pretty good job at striving to grow our clients. Consumer Insights and Account Services work together to look for good opportunities to look into the future for ideas to grow. That said, we could be more intentional with this approach and build a process for staying committed to exploring opportunities throughout the year. |
| Tara Locke - Creative Director | The candid answer: better account service. Secondly, our design discipline also needs to be pushed further. Third, we need more quality people spending time on organic growth and new business – we need to make time and delegate other items. |
| Jamie Hegge, Director of Client Service | Two things: 1. We need to find and dedicate the time to innovative, forward thinking for our clients and get off the day-to-day hamster wheel. 2. We need to find a way to tie every marketing initiative to business results. We struggle at times to find a way to tie our recommendations back to bottom line sales. |
| Katie Uecker - Media Specialist | I believe that our agency is taking a very proactive stance for acquiring new clients, it seems like we are always looking for ways to network and sending out proposals fairly regularly. |
| Hanna Rehome, Consumer Insights Specialist | Tell about our capabilities more often so clients know other things we are able to do that they may not be utilizing. |
| Melody Morton Creative Director | Our account service needs to realize that giving the team access and bringing creatives and writers along to client meetings is a POSITIVE thing. That only makes the work better. PLUS, it saves them time answering a bunch of questions they didn't ask. A good majority of our account service team doesn't think or listen that well in meetings. Call reports are court scribe notes with information that just doesn't pertain. Our briefs aren't helpful and they don't know enough to know they don't know enough. |
| Amy DesLauriers, Director of Media Strategy | from all angles - we think we are proactive about it but do not follow through because there are so many balls in there air and not enough time or resources to do them |
| Wade Thurman, Associate Creative Director | We need to quit being as reactive as we are. It is part of our working nature, to make sure our our clients' needs are met, but when a client comes back with a ridiculous request, we tend to just roll with the punches and not fully push back as hard as we should. We have great creative to uphold, and I personally hate when the client dictates a bad direction. |
| Dara Klatt - Media Strategist | For some clients I think there is the opportunity to have a better understanding of big picture marketing objectives and strategy. Rather than getting stuck in cyclical calendars or campaigns, so to speak, we can look at things long term and identify areas we can intercede or assist outside of the current scope of work. This understanding of their overall strategy may also help identify areas for expansion within current campaigns. |
| Matt Sebert - Copywriter | Help the clients realize that we truly are strategic partners and can help with a multitude of problems. Which sounds like a cliche, but we want to be the first place our clients reach out to when something "goes wrong" or they have a new challenge. |
| Carly Hegstad - Digital Strategist | We're more proactive than we have been in the year's past which is really good |
| Amanda McCord | We need to push our clients more on getting their data to tie back to media performance and build out ROI. If we can show return, they might be willing to invest more. The agency is pretty proactive when looking for additional opportunities for our clients. |
| Mark Jacobsen, Media Strategist | We could look at value based billing and make sure we get paid for all ideas or concepts that are shared with the clients. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | Current client growth in on our radar but we need two things to improve. First we need a more constant internal focus. Second, we need to get more plugged into their data streams. |
| Ben Gerig, Web Developer | I have not been in the agency long enough to accurately answer this question. |
| Ryan Budmayr - Account Executive | Providing proper account management and overall, big picture strategy. |
| Trevor Patch, Senior Marketing Technologist | I think we already do a fair job of growing clients. I think we could be better about productizing our offerings to quickly show clients the benefits without bogging them down with details and jargon. Clients may be more willing to add an SEM campaign if we give them a one-sheet about how it can benefit their business rather than try to explain the fine points of what SEM is. |
| Sydney Bartunek, Account Coordinator | Our team has quarterly growth goals of bringing our clients opportunities on a regular basis. I think internal team follow-up on these goals is important keep the process moving. |
| Joey Nielsen Associate Creative Director | We need to be willing to spend more time on it. |
| Jordan Calef, Media Coordinator | Allocating time to bringing new ideas to the current clients or bring previous ideas that were present to the client but not approved back to them. Especially with the clients I work on, a lot of new ideas are present but not necessarily approved. It would be great to start revamping more ideas and representing them to the client in hopes that it fits what they are needing at the time better. |
| Dan Edmonds, SVP-Design Director | We need a greater ability across the teams and disciplines to ferret out opportunity - an opportunist point of view. That's not easy to develop and doesn't come naturally for many disciplines. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | We need to improve at spotting organic growth and selling it in. We have several young team members who are sometimes hesitant or timid in bringing new opportunities and asking for the sale. This isn't just in account service - it applies to all disciplines. We need to be more disciplined about knowing our strengths, packaging our products and bringing them forward to drive future growth. |
| John Pohlman, EVP/Executive Creative Director | We need to create more of an expectation and a focus on organic growth than we currently have - one that's clearly understood across the agency. I think we have a lot of room for improvement in terms of being more proactive in this area. |
| Kyrie Bussler, Media Coordinator | Continuing to pitch organic growth opportunities. If there's something that'll prevent the success of our efforts that we don't think we can change or control due to factors like it not being in our contract, another agency handles it, we don't think there's budget, etc., we shouldn't just be complacent and subconsciously accept there's no changing it. We need to be stronger about bringing it to clients' attention and show how changing that will improve their business goals. I think there's constantly talk of growth, but sometimes the follow through isn't there. We bring up ideas that will help improve clients' work, but table it for a later time because a variety of factors, which then gets lost in the shuffle. We need to be better about presenting ideas we know are right for the client even though we might think they might not like it. |
| Kristy Laue, VP of Creative | Every team can improve at growing current clients - it's being dedicated enough to see beyond the day to day and carve out time to focus on what's next or what's needed. I think we could also use guidance on how to sense opportunities without the client giving us an assignment. It's knowing the right questions to ask, prompts to pick up on, etc. to sense problems or pain points, and then knowing what we do well enough to volunteer solutions or work with the team to figure them out. |
| Olivia Larson, Account Coordinator | Due to the very busy day-to-day of the agency, it's easy for us to get wrapped up in existing project work instead of taking time to brainstorm new ideas. We need to take that time even though it's easy to forego in lieu of existing work. The agency is proactive at growing current clients but can get better at brainstorming for them/about them and bringing new ideas. |
| Paige Schwitters - Senior Account Coordinator | I believe L&S has a great client roster and there is a lot of opportunity to both identify and grow our clients. However, we do not have the resources to focus on organic growth in the way that would allow us to be most successful. While we do bring big ideas to clients and provide proposals for organic growth, I fear it may be too reactionary due to our current workloads and being tapped with the work we need to focus on to retain our clients. |
| Kevin Phipps, Audio Producer/Engineer | From my vantage point, it seems to be pro-active, but I really don't know. |
| Cortney Slaight, Group Director | We need to make more time to grow current clients. Ask any account service person in the building. They can rattle off 3-5 things they could sell their clients if they had the time and resources to make it happen. As an account service person, that is a challenge for yourself alone much less when you start adding others to the picture. Try to schedule a meeting with 4-5 key people within the next week. Good luck finding time on their calendars. We as an agency have to figure out a solution to this problem. We've got the processes and the people to grow. We need the time. |
| On a scale of 1-10, how well are your client strategy and execution presentations backed up by an irrefutable logic trail? | |
| Marta Lehn - New Business Specialist | 8 |
| Luke McElrath | 6 |
| Consumer Insights Strategist | 8 |
| Alexis Johnson - Digital Marketing Analyst | 8 |
| Mariah Larson - Digital Coordinator | 9 |
| Ty MacConnell - Graphic Designer | 7 |
| Blair Gilkyson, Copywriter | 10 |
| Roberta Forman, Senior Design | 9 |
| Alex Van Voorhis Media Coordinator/Buyer | 8 |
| Taylor Vavra Digital Specialist | 6 |
| Travis Adney - Digital Strategist | 9 |
| Katelyn Short - Designer | 8 |
| Shelly Johnson, Director of Community Outreach | 9 |
| Erin Weinzettel, Group Director | 8 |
| Alicia Dorris- Media Coordinator | 6 |
| Tim Hoss - Account Executive | 8 |
| Alison Kerkvliet Digital Strategist | 5 |
| Carrie Biondi - VP Business Development & Client Service | 8 |
| Chelsea Redinger; Senior Media Strategist | 8 |
| Casey Goodmund, Senior Designer | 8 |
| Jack Sandeen Consumer Insights Specialist | 9 |
| Tara Locke - Creative Director | 8 |
| Jamie Hegge, Director of Client Service | 9 |
| Katie Uecker - Media Specialist | 9 |
| Hanna Rehome, Consumer Insights Specialist | 9 |
| sarah pitts - senior art director | 5 |
| Melody Morton Creative Director | 7 |
| Amy DesLauriers, Director of Media Strategy | 8 |
| Wade Thurman, Associate Creative Director | 10 |
| Katherine Althoff, Senior Designer | 8 |
| Dara Klatt - Media Strategist | 7 |
| Matt Sebert - Copywriter | 10 |
| Carly Hegstad - Digital Strategist | 6 |
| Amanda McCord | 8 |
| Mark Jacobsen, Media Strategist | 9 |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | 7 |
| Ryan Budmayr - Account Executive | 7 |
| Trevor Patch, Senior Marketing Technologist | 8 |
| Joey Nielsen Associate Creative Director | 8 |
| Jordan Calef, Media Coordinator | 9 |
| Dan Edmonds, SVP-Design Director | 5 |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | 8 |
| John Pohlman, EVP/Executive Creative Director | 6 |
| Kristy Laue, VP of Creative | 8 |
| Olivia Larson, Account Coordinator | 10 |
| Paige Schwitters - Senior Account Coordinator | 7 |
| Kevin Phipps, Audio Producer/Engineer | 8 |
| Cortney Slaight, Group Director | 8 |
| How would you define a Consumer Insight? | |
| Marta Lehn - New Business Specialist | The statement by which all campaign elements are defined. It provides context for all elements of a brand/client/campaign by leveraging a unique, unused characteristic of the audience, industry or situation. |
| Luke McElrath | Consumer Insight is how we find reason to what we do. Be it creative or strategy, consumer Insight creates the case for why something will or will not work. |
| Consumer Insights Strategist | The cross roads of art and science. Finding a leverage point that is unique, different, and hasn't been explored to sell a product or service. |
| Alexis Johnson - Digital Marketing Analyst | A consumer insight specialist researches and understands how & what consumers do to research and buy. Ultimately understand their behavior when is comes to seasonality, demographics and where they are in life. |
| Kim Ringen - Office Manager / Receptionist | Something that is found through research and discovered as the 'insight' to either confirm direction or spark another direction. |
| Mariah Larson - Digital Coordinator | An insight in how consumers are looking at a specific business. Using qualitative and quantitative research, the consumer insights team is able to use message testing, field intercepts, surveys, focus groups and more to help identify this. |
| Ty MacConnell - Graphic Designer | Perspective passed from a customer/consumer to an agency. |
| Blair Gilkyson, Copywriter | A consumer insight, first of all, is vital to any good marketing campaign. It's the interpretation of consumer behavior and used to increase campaign effectiveness. |
| Roberta Forman, Senior Design | It's a fact about our audience based on research. |
| Alex Van Voorhis Media Coordinator/Buyer | A consumer insight is findings presented as a result of research about a specific industry, audience or medium. |
| Taylor Vavra Digital Specialist | A consumer insight is backed by research to determine what an audience looks for and how they perceive the product/service a client is selling or offering. |
| Travis Adney - Digital Strategist | A consumer insight is the lens in which you can look at all of the data inputs and take away the "red thread" that connects all of the pieces. It is actionable and irrefutable when tested. |
| Shelly Johnson, Director of Community Outreach | A consumer insight should be a break through, it should be the "why" not the "what." An insight is the psychology behind the action. It's pretty elusive but very powerful when understood. |
| Alicia Dorris- Media Coordinator | well researched data that looks at competitive, trends, and the future of the industry |
| Tim Hoss - Account Executive | Taking the time to do your homework and understand your target audience. This is the data behind the dollars. Consumer Insights are what help us make sure our message is reaching the right people and we're making educated decisions with our client's dollars. |
| Carrie Biondi - VP Business Development & Client Service | An interpretation of a consumer belief or desire. |
| Chelsea Redinger; Senior Media Strategist | Information about the target audience that can be used to develop a strategy (creative/media) that will resonate with them. |
| Casey Goodmund, Senior Designer | Nugget of knowledge about our consumer that informs creative decisions and strategy. |
| Jack Sandeen Consumer Insights Specialist | A convergence of understandings about the consumer that provides actionable ways to influence consumer behavior. |
| Tara Locke - Creative Director | An insight that can tip the scale to a more profitable outcome. |
| Jamie Hegge, Director of Client Service | A consumer insight is an interpretation of trends in human behaviors which aims to increase effectiveness of a product or service for the consumer, as well as increase sales for mutual benefit. |
| Katie Uecker - Media Specialist | It includes research into our target audiences. This can include everything from what type of media this audience is most likely to engage with, to what they like to do in their spare time. It looks at the audiences propensity for watching TV, having a social media presence, taking road trips, interest in beer and wine, how often they go on fishing trips. They also look into specific geographic markets to see how well those users are interacting with our clients, also the demographics of each market and what type of activities those people are most likely to engage in. |
| Hanna Rehome, Consumer Insights Specialist | Research driven information about how the consumer makes decisions and reasons for purchasing a specific item so the thing to highlight can be identified. |
| sarah pitts - senior art director | A unique nugget that applies to the client's goal/campaign that we can build out strategy & creative around |
| Melody Morton Creative Director | a consumer insight is business/campaign changing. A consumer insight comes from talking and listening to consumers, not just secondary internet research. An insight comes from shopping at the store, talking to visitors, listening to users, etc. It's something that you can build years of campaigns on vs. a three sentence fact that might be true but isn't a tipping point. An insight spawns ideas -- great ideas. An insight doesn't change every time you begin a new print ad. It's a fundamental truth you build on. |
| Amy DesLauriers, Director of Media Strategy | the why behind an action whether known or unknown by that person or audience |
| Wade Thurman, Associate Creative Director | The analysis of the behavioral trends of a consumer. It's a gut check to help sell a creative direction. |
| Katherine Althoff, Senior Designer | An insight into consumer behavior that defines an opportunity for a campaign to help meet a client's business goal. |
| Dara Klatt - Media Strategist | A consumer insight is a research backed finding that identifies a key trait, area or method by which we can reach consumers and drive identified objectives. |
| Matt Sebert - Copywriter | They are the schemers and strategists. |
| Carly Hegstad - Digital Strategist | Something that drives a consumer's decision, outside of marketing |
| Amanda McCord | An interpretation of trends in human behaviors and interests which aims to increase effectiveness of a product or service for the consumer, as well as increase sales. |
| Mark Jacobsen, Media Strategist | Consumer insight is a unique piece of audience intelligence that leads to business impact by reaching the right audience with the right type of messaging when they are open to receiving that message. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | A consumer insight is a unique selling point that would cause a customer to choose a product or service over its competitors. |
| Ryan Budmayr - Account Executive | Well researched trends, information, and data that provides key strategy for clients and campaigns. |
| Trevor Patch, Senior Marketing Technologist | A new fact about the target audience that can be used to drive campaigns. |
| Sydney Bartunek, Account Coordinator | Consumer Insight are valuable to the team in all steps of the planning process and throughout execution and follow-ups. They assist in providing campaign insights that help lead the creative. They assist in providing pre-campaign research, survey implementation and analysis, as well as, creative and concepts testing, etc. |
| Joey Nielsen Associate Creative Director | A reason why someone would want the thing you're selling. |
| Jordan Calef, Media Coordinator | Consumer Insight is the start of the critical path to a marketing campaign. They inform the team on who the audience should be, what platforms are best to reach them, geographically where we should be targeting, etc. They also are able to help find information to back up the decisions that are made for campaigns. |
| Dan Edmonds, SVP-Design Director | Uncovering an attitude or emotional trigger that hasn't been exploited previously or at least used effectively. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | A distinct value, belief or need from/about a consumer that hasn't been leveraged to sell a product/service. |
| John Pohlman, EVP/Executive Creative Director | Knowledge about the consumer's desires or behavior that the client is not aware of which can be leveraged in agency marketing efforts. |
| Kyrie Bussler, Media Coordinator | A consumer insight is the strategic idea that guides a campaign in regards to audience and how to best reach them for what the audience is looking. It's the a-ha moment that a campaign is built around. |
| Kristy Laue, VP of Creative | An untapped opportunity area based off of consumer tension, want, need or another feeling. |
| Olivia Larson, Account Coordinator | A consumer insight is a realization about a target audience's behavior that then informs marketing strategy. |
| Paige Schwitters - Senior Account Coordinator | A Consumer Insight is a finding or insight based on research and intel to assist teams in the development of strategy or creative execution. A solid insight will be the key differentiator between a successful strategy and one that is poorly put together. |
| Kevin Phipps, Audio Producer/Engineer | ??? |
| Cortney Slaight, Group Director | A consumer insight is what you get when you are able to align consumer behavior with your clients' differentiators. It's that one thing that makes the client standout to their competitors matched up with the why or how a potential customer would pick that client's product or service. It doesn't always come from data. It's not always obvious. Sometimes it's a bit made up, but it makes sense. It's recognizing a consumer behavior and tying it to a key benefit for your client. |
| On a scale of 1-10, how well do you orient your presentation around a new and unexpected strategic consumer insight vs. a predictable consumer insight? In other words, how well do you always have something brand new to share about the client's target audience? (10 = we are always strong in this area) | |
| Marta Lehn - New Business Specialist | 7 |
| Luke McElrath | 6 |
| Consumer Insights Strategist | 7 |
| Alexis Johnson - Digital Marketing Analyst | 7 |
| Mariah Larson - Digital Coordinator | 9 |
| Ty MacConnell - Graphic Designer | 7 |
| Blair Gilkyson, Copywriter | 5 |
| Roberta Forman, Senior Design | 6 |
| Alex Van Voorhis Media Coordinator/Buyer | 6 |
| Taylor Vavra Digital Specialist | 5 |
| Travis Adney - Digital Strategist | 7 |
| Katelyn Short - Designer | 8 |
| Shelly Johnson, Director of Community Outreach | 6 |
| Erin Weinzettel, Group Director | 8 |
| Alicia Dorris- Media Coordinator | 6 |
| Tim Hoss - Account Executive | 6 |
| Alison Kerkvliet Digital Strategist | 4 |
| Carrie Biondi - VP Business Development & Client Service | 6 |
| Chelsea Redinger; Senior Media Strategist | 9 |
| Casey Goodmund, Senior Designer | 7 |
| Jack Sandeen Consumer Insights Specialist | 8 |
| Tara Locke - Creative Director | 5 |
| Jamie Hegge, Director of Client Service | 8 |
| Katie Uecker - Media Specialist | 9 |
| Hanna Rehome, Consumer Insights Specialist | 7 |
| sarah pitts - senior art director | 5 |
| Melody Morton Creative Director | 4 |
| Amy DesLauriers, Director of Media Strategy | 5 |
| Wade Thurman, Associate Creative Director | 9 |
| Katherine Althoff, Senior Designer | 8 |
| Dara Klatt - Media Strategist | 7 |
| Matt Sebert - Copywriter | 8 |
| Carly Hegstad - Digital Strategist | 5 |
| Amanda McCord | 4 |
| Mark Jacobsen, Media Strategist | 8 |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | 7 |
| Ryan Budmayr - Account Executive | 6 |
| Trevor Patch, Senior Marketing Technologist | 6 |
| Sydney Bartunek, Account Coordinator | 7 |
| Joey Nielsen Associate Creative Director | 8 |
| Jordan Calef, Media Coordinator | 8 |
| Dan Edmonds, SVP-Design Director | 5 |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | 6 |
| John Pohlman, EVP/Executive Creative Director | 7 |
| Kyrie Bussler, Media Coordinator | 7 |
| Kristy Laue, VP of Creative | 5 |
| Olivia Larson, Account Coordinator | 9 |
| Paige Schwitters - Senior Account Coordinator | 4 |
| Kevin Phipps, Audio Producer/Engineer | 8 |
| Cortney Slaight, Group Director | 5 |
| On a scale of 1-10, how well do you orient your presentation around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Marta Lehn - New Business Specialist | 7 |
| Luke McElrath | 6 |
| Consumer Insights Strategist | 7 |
| Alexis Johnson - Digital Marketing Analyst | 7 |
| Mariah Larson - Digital Coordinator | 9 |
| Ty MacConnell - Graphic Designer | 7 |
| Blair Gilkyson, Copywriter | 9 |
| Roberta Forman, Senior Design | 9 |
| Alex Van Voorhis Media Coordinator/Buyer | 6 |
| Taylor Vavra Digital Specialist | 7 |
| Travis Adney - Digital Strategist | 7 |
| Katelyn Short - Designer | 9 |
| Shelly Johnson, Director of Community Outreach | 8 |
| Erin Weinzettel, Group Director | 7 |
| Alicia Dorris- Media Coordinator | 7 |
| Tim Hoss - Account Executive | 9 |
| Carrie Biondi - VP Business Development & Client Service | 4 |
| Chelsea Redinger; Senior Media Strategist | 8 |
| Casey Goodmund, Senior Designer | 9 |
| Jack Sandeen Consumer Insights Specialist | 8 |
| Tara Locke - Creative Director | 5 |
| Jamie Hegge, Director of Client Service | 8 |
| Katie Uecker - Media Specialist | 9 |
| Hanna Rehome, Consumer Insights Specialist | 5 |
| sarah pitts - senior art director | 5 |
| Melody Morton Creative Director | 8 |
| Amy DesLauriers, Director of Media Strategy | 8 |
| Wade Thurman, Associate Creative Director | 8 |
| Katherine Althoff, Senior Designer | 8 |
| Dara Klatt - Media Strategist | 6 |
| Matt Sebert - Copywriter | 6 |
| Carly Hegstad - Digital Strategist | 7 |
| Amanda McCord | 5 |
| Mark Jacobsen, Media Strategist | 10 |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | 5 |
| Ryan Budmayr - Account Executive | 6 |
| Trevor Patch, Senior Marketing Technologist | 6 |
| Sydney Bartunek, Account Coordinator | 9 |
| Joey Nielsen Associate Creative Director | 8 |
| Jordan Calef, Media Coordinator | 9 |
| Dan Edmonds, SVP-Design Director | 7 |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | 7 |
| John Pohlman, EVP/Executive Creative Director | 5 |
| Kyrie Bussler, Media Coordinator | 8 |
| Kristy Laue, VP of Creative | 8 |
| Olivia Larson, Account Coordinator | 9 |
| Paige Schwitters - Senior Account Coordinator | 4 |
| Kevin Phipps, Audio Producer/Engineer | 8 |
| Cortney Slaight, Group Director | 9 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendation? (10 = we are always strong in this area) | |
| Marta Lehn - New Business Specialist | 6 |
| Luke McElrath | 6 |
| Consumer Insights Strategist | 3 |
| Alexis Johnson - Digital Marketing Analyst | 5 |
| Mariah Larson - Digital Coordinator | 9 |
| Ty MacConnell - Graphic Designer | 7 |
| Blair Gilkyson, Copywriter | 9 |
| Roberta Forman, Senior Design | 5 |
| Alex Van Voorhis Media Coordinator/Buyer | 7 |
| Taylor Vavra Digital Specialist | 5 |
| Travis Adney - Digital Strategist | 7 |
| Katelyn Short - Designer | 8 |
| Shelly Johnson, Director of Community Outreach | 5 |
| Erin Weinzettel, Group Director | 5 |
| Alicia Dorris- Media Coordinator | 3 |
| Tim Hoss - Account Executive | 8 |
| Alison Kerkvliet Digital Strategist | 4 |
| Carrie Biondi - VP Business Development & Client Service | 3 |
| Chelsea Redinger; Senior Media Strategist | 7 |
| Casey Goodmund, Senior Designer | 6 |
| Jack Sandeen Consumer Insights Specialist | 6 |
| Tara Locke - Creative Director | 3 |
| Jamie Hegge, Director of Client Service | 7 |
| Katie Uecker - Media Specialist | 8 |
| Hanna Rehome, Consumer Insights Specialist | 8 |
| sarah pitts - senior art director | 5 |
| Melody Morton Creative Director | 8 |
| Amy DesLauriers, Director of Media Strategy | 5 |
| Wade Thurman, Associate Creative Director | 10 |
| Katherine Althoff, Senior Designer | 6 |
| Dara Klatt - Media Strategist | 5 |
| Matt Sebert - Copywriter | 7 |
| Carly Hegstad - Digital Strategist | 8 |
| Amanda McCord | 5 |
| Mark Jacobsen, Media Strategist | 7 |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | 3 |
| Ryan Budmayr - Account Executive | 6 |
| Trevor Patch, Senior Marketing Technologist | 4 |
| Sydney Bartunek, Account Coordinator | 8 |
| Joey Nielsen Associate Creative Director | 8 |
| Jordan Calef, Media Coordinator | 6 |
| Dan Edmonds, SVP-Design Director | 6 |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | 5 |
| John Pohlman, EVP/Executive Creative Director | 6 |
| Kyrie Bussler, Media Coordinator | 7 |
| Kristy Laue, VP of Creative | 6 |
| Olivia Larson, Account Coordinator | 7 |
| Paige Schwitters - Senior Account Coordinator | 7 |
| Kevin Phipps, Audio Producer/Engineer | 8 |
| Cortney Slaight, Group Director | 8 |
| Overall, where does the agency most need to improve as it relates to Organic Growth? Any final thoughts for us as we prepare to lead you through the training program? | |
| Marta Lehn - New Business Specialist | Knowing what we have so we know what we can sell. |
| Consumer Insights Strategist | Allocating time to identify organic growth opportunities. It can't just be the AS team. It has to be a team effort. |
| Kim Ringen - Office Manager / Receptionist | Have the staff needed to be able to set aside time for organic growth discussions with research; budget; and strategy to grow the current client base - that has the opportunity to bring in new revenue from this existing base. |
| Ty MacConnell - Graphic Designer | We need to take the lead - know our worth and bring the "why" with every decision we make,. |
| Travis Adney - Digital Strategist | We need to package the organic growth solution. We typically identify it as an opportunity, but fail to spend time on the presentation of the opportunity. (mostly because it takes away from current responsibilities and needs of the client.) |
| Shelly Johnson, Director of Community Outreach | Ideas for organic growth can come from anywhere, not just from account service or consumer insights. We are all consumers; we all have some unexpressed idea on how a business can improve based on our own experiences. Sometimes a thought or seed of an idea can lead to something big and valuable. It's often hard to make time for that and turn our attention away from the immediate needs of the client. |
| Erin Weinzettel, Group Director | Currently the agency is "keeping up" with day-to-day and we're finding it difficult to pitch those "new ideas." We also have clients with contracts and even when you bring the ideas back around during the contract negotiations you are still turned down. Many of our partners have small budgets that are less than $40k for an entire year. How do we grow businesses with small budgets? |
| Alicia Dorris- Media Coordinator | looking at the clients business goals and then really strategically look at how we as an agency can make it happen! |
| Tim Hoss - Account Executive | Just making sure our organic growth ideas are solid and buttoned up. I look forward to attending the training and applying what I learn in my day to day work! |
| Carrie Biondi - VP Business Development & Client Service | Creative strategic thinking. Having a reason for the creative/messaging we bring and backing it up with why we feel it will work. |
| Casey Goodmund, Senior Designer | Mandatory scheduled time for organic growth discussions/brainstorms to keep everything moving. |
| Tara Locke - Creative Director | Build better relationships with our clients and comprehend the complexity of their industry and business needs. We need to understand how to identify opportunities and bring those findings back to the team - then TAKE ACTION (package our product and sell). Also, we need to have a complete understanding of what L&S can provide and how we can apply it to client conversation. Something to note: Dedicated time is needed to take action. |
| Katie Uecker - Media Specialist | N/A |
| Hanna Rehome, Consumer Insights Specialist | getting proposals and ideas to clients |
| Amy DesLauriers, Director of Media Strategy | opportunity areas to focus on, help identify our top strength - we can't grow from every angle so where do we start? |
| Wade Thurman, Associate Creative Director | Working with more outside vendors with art production and small needs so agency people can focus more on the big picture. |
| Dara Klatt - Media Strategist | I think there are great opportunities to address ROI and business outcomes in the recommendations we put together to better demonstrate the value of our work and align with our clients overall goals. |
| Matt Sebert - Copywriter | Being treated as strategic partners and not a whipping post for clients. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | Those of us who have been through the program know the importance of the tools. We simply need to become more disciplined to these processes and create muscle memory. |
| Ben Gerig, Web Developer | I have not been at the agency long enough to accurately answer this question. |
| Trevor Patch, Senior Marketing Technologist | No final thoughts! |
| Joey Nielsen Associate Creative Director | Make it a priority and commit the time, money and salesmanship to making it happen. |
| Dan Edmonds, SVP-Design Director | A more systematic approach to organic growth - a "playbook" that teams or disciplines can use as a guide for developing or kickstarting ideas. I think we have a great deal of knowledge siloed in the disciplines. If we can spread that accumulated knowledge across teams and disciplines I believe we'd see some really interesting things bubble up. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | Training team members on how to spot organic growth and then how to come up with solutions to address client needs in order to sell new business. The team members get stuck thinking about past projects we've done and seem to recycle the same solutions. They struggle to come up with new ways to solve client problems and focus on objectives and needs first rather than creative ideas. |
| John Pohlman, EVP/Executive Creative Director | Needs to improve most at the Leadership Team level - setting a clear expectation for the need for organic growth and communicating that throughout the agency so that everybody at L&S understands that organic growth - like new business or great creative - is everybody's business. |
| Kyrie Bussler, Media Coordinator | We're always coming up ideas for organic growth but just making sure that we don't internally restrict ourselves because of our pre-conceived notions of how the client will react or that it might not be realistic due to a variety of factors including budget. Even if we don't present an idea right away, we should be intentional to do it later on. |
| Kristy Laue, VP of Creative | Seeking out opportunities and then knowing how to translate those into a plan/deliverable. I feel like many people on staff aren't able to make this leap - they need an assignment given, but we need to learn how to seek out our own assignments. |
| Olivia Larson, Account Coordinator | If we're going to focus on organic growth - really focus on it - we can't be pursuing little new business clients that provide a quick hit of gross profit but require a lot of the team's time. We should act like a big agency by saying NO sometimes to the little guys so we can spend our time growing the bigger ones. We're the biggest marketing agency in our region, we don't need to say yes to everyone and every project. |
| Paige Schwitters - Senior Account Coordinator | I believe that the agency needs to focus on retaining our current clients and providing the adequate resources such as people and tools to allow the teams to really focus on organic growth. Until we can keep up on and be ahead of our current client work, any opportunities for organic growth will not be as effective. I truly believe we do a great job of servicing our clients and bringing them new ideas, but I really hope to learn about simple yet effective ways that the agency can focus on organic growth to not only retain but grow our clients. |
| Kevin Phipps, Audio Producer/Engineer | N/A |
| Cortney Slaight, Group Director | We have very talented people. I'd venture to say we have the best marketing professionals in town. We have fantastic processes and procedures. We have all the best media and digital partners. We have great clients. We have every opportunity in the world to succeed. Our biggest challenge is that we get in the way of our own success. We get too "busy". We know the right way to do things. If given time, we will knock it out of the park and beat our competitors every time. The problem lies in just "trying to get it done". We get lazy and reuse insights and reuse ideas, and we don't tell the full story to our clients. It's not fair to ourselves, because we're better than that. |
| Are there any agencies you believe to be at the forefront of reinventing the industry? Building on this, are there any companies or business models outside the industry that you believe agencies could take some lessons from? Why? | |
| Luke McElrath | Not that I can think of. |
| Alexis Johnson - Digital Marketing Analyst | None at the moment |
| Scott Wiechmann - Sr. Creative Director | Amazon, Google, Netflix, Apple. They don't react to trends, they invest in setting them. |
| Ty MacConnell - Graphic Designer | Focus Labs, Unfold, Blind, etc. all put a huge emphasis on design as a differentiator. Polished creative that you want to spend money on. |
| Alex Van Voorhis Media Coordinator/Buyer | Apple has done a great job pushing the industry to be more innovative and their campaigns are solely focused around their products now because of how well known their brand is. |
| Travis Adney - Digital Strategist | Unfortunately, I haven't spent much time looking at competitors in the same space as L&S. I'm not sure I have the best answer to this question. |
| Katelyn Short - Designer | In are area no. But moving into Minneapolis I think we could take a look at some of the competition there and see what they are doing and not doing to stay ahead of the industry. |
| Shelly Johnson, Director of Community Outreach | If there is any reinvention going in I think it is from agencies who specialize in a deeper understanding of consumer groups, going beyond demographics and psychographics into how individuals in those groups perceive themselves. |
| Alicia Dorris- Media Coordinator | I do not research much on what other agencies are doing, so at this time no. |
| Carrie Biondi - VP Business Development & Client Service | VML Anomaly 72 and Sunny They aren't afraid to say no. Are not desperate and don't base things on relationships only. They dream up solutions that may not be traditional advertising, but it's the right answer. They are using influencer marketing in the right way and mix it with other traditional efforts. |
| Chelsea Redinger; Senior Media Strategist | I think the idea of results based pricing is interesting and could be an opportunity to persue. |
| Casey Goodmund, Senior Designer | Perhaps more of a business consulting area. It seems some clients we work with have problems they are trying to fix with advertising but its related to so many other issues on the consumer journey that advertising can minimally affect. |
| Jack Sandeen Consumer Insights Specialist | Nobody truly has it figured out. And if they seem like they do, they're really good at faking. |
| Tara Locke - Creative Director | This depends on where the agency is headed. Do we want to be a consultant and strategic partner or do we want to create cool stuff. OR do we want to do both. |
| Katie Uecker - Media Specialist | I don't personally know of any specific agencies that are doing this |
| Hanna Rehome, Consumer Insights Specialist | Not sure about other agencies. |
| Amy DesLauriers, Director of Media Strategy | unsure |
| Wade Thurman, Associate Creative Director | I don't have enough time nor interest in "following" others. |
| Matt Sebert - Copywriter | Coming from Fresh Produce, i've seen how a more laid-back work culture can be attained while still producing great work. I think L&S can work on being a company that young people love to work at. |
| Carly Hegstad - Digital Strategist | Companies that have disciplines that cross over - Copy writers > content strategists Digital > disruptive social campaigns Creative > concepts that aren't just TV |
| Mark Jacobsen, Media Strategist | There are agencies specializing in specialty areas and continuing to sign one off projects. I think we could develop a projects team and this team would be a small team for just that, taking on the one off project rfp's or jobs that come in and working to grow agency GP. By doing this it could groom smaller clients into larger consistent clients by showing proven results. |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | While the business consultancies have done a decent job of trying to replace the ad agency role, Droga5 has created a model where they are largely the brand architect and not the contractor. They've proven that the ad agency with the right model can still do it better than the consultancies. |
| Ben Gerig, Web Developer | I have not been in the advertising industry long enough to accurately answer this question. |
| Ryan Budmayr - Account Executive | I don't know of any. |
| Trevor Patch, Senior Marketing Technologist | I think tech startups have some business practices that would work well for agencies. Their focus on new business is impressive and is the engine that drives the company's growth. Using technology, they can generate and capture leads with low overhead and push them through the funnel using automation and a small sales team. |
| Joey Nielsen Associate Creative Director | You should learn from anyone anywhere who's doing anything you want to be doing. |
| Dan Edmonds, SVP-Design Director | Everyone is aware of the inroads the business consultancies are making at a national level. They're capturing the most profitable high ground of strategic planning and development. Agencies are more and more seen as executors, not thinkers or innovators. It hasn't trickled down so much into the mid-sized and smaller markets we serve, but we're fools if we don't prepare and adapt now, because it's coming. It's also great opportunity but we have to change the way we think and the skills we develop or acquire. |
| Tracy Saathoff. Vice President of Insights, Strategy & Media | Droga5 seems to put the idea before everything. They are so outstanding at what they do and their ideas are so innovative that I think they've earned the credit to be able to turn away clients/work that don't want to do it the "Droga5 way". I think putting the idea first and solving the core of the problem (root cause) - is something we can all learn from. It's not just fulfilling marketing assignments - it's getting deeper than that. |
| John Pohlman, EVP/Executive Creative Director | One company I think agencies could learn from is Deluxe - which has rebranded itself as a small business solution provider and marketing source instead of just a place to order checks. |
| Kyrie Bussler, Media Coordinator | I think agencies that specialize in a specific industry are more likely to reinventing the industry since they have day in and day out experience of working on that versus being spread out across several industries. Everyone from leadership down to entry level positions are focused on one type of industry with limited business goals. |
| Kristy Laue, VP of Creative | VML seems to be a really progressive, future focused shop that's getting a lot of buzz. I've always thought our agency could take a cue from Google, spending 20% of our time on new ideas or development. |
| Paige Schwitters - Senior Account Coordinator | I believe that the agencies that capitalize on opportunities as soon as they arise will reinvent the industry. Additionally, the agencies focusing on deeper audience targeting and data-driven, personalized messaging will change the game for everyone else. |
| Kevin Phipps, Audio Producer/Engineer | I don't have any input on this. |
| Cortney Slaight, Group Director | I can't think of any specific agency examples. However, some obvious examples include Amazon, Netflix, Apple...even more regionally HyVee, Midco. These are companies that come to mind when I think of businesses that are good at evolving for their customers. They think ahead and are on to the next thing before customers even know they want it. Rather than being bitter about threats and the changing agency landscape, we need to accept it and get ahead of it. |
| Which one or two agencies do you most admire – or think are most innovative – and why? | |
| Ty MacConnell - Graphic Designer | Focus Labs, Unfold - polished creative. Flaunting their talent. |
| Roberta Forman, Senior Design | I really love getting updates from Pentagram. Their work always seems flawless and so well thought out. They have such a wide range of work that requires so much thinking and insights before they pull the trigger. I just love them. |
| Travis Adney - Digital Strategist | Unfortunately, I haven't spent much time looking at competitors in the same space as L&S. I'm not sure I have the best answer to this question. |
| Shelly Johnson, Director of Community Outreach | I'm intrigued by FancyNYC for reasons listed above. While that is niche marketing, I think being known for understanding certain consumer groups - female or otherwise - is an area where we can differentiate ourselves. |
| Alicia Dorris- Media Coordinator | On a local level I really like what some of the smaller social media agencies are come out with. Sampson House produces really great video and social content that is fun and engaging. |
| Alison Kerkvliet Digital Strategist | N/A |
| Carrie Biondi - VP Business Development & Client Service | VML 72 and Sunny |
| Chelsea Redinger; Senior Media Strategist | Nina Hale in Minneapolis is always on the forefront of digital media trends and are very good at showcasing their expertise and knowledge. |
| Casey Goodmund, Senior Designer | Pentagram. Their work is beautiful and innovative. They set the bar for many design agencies. The have the knowledge to back up creative decisions. Its smart. |
| Tara Locke - Creative Director | I don't have one in mind. I like many models and many agencies for different reasons. I think everyone is always evolving and so should we - how we choose evolve and where they take the company will determine our success. I guess I like agencies that adapt and evolve to be better - ones who think towards the future. Agencies where there is an understood mission. Agencies where everyone is on board for the path to success and what needs to be done to get there. Agencies who make and do really awesome things while getting the results for their clients. Agencies that are partners to their clients and are not vendors or production studios. Agencies that understand Life is more important than work and embrace the culture of taking time to enjoy it. |
| Katie Uecker - Media Specialist | Unknown |
| Amy DesLauriers, Director of Media Strategy | unsure |
| Wade Thurman, Associate Creative Director | I honestly don't follow other agencies. the last agency I followed that I admired was BBDO New York, who most recently rebranded Arby's. |
| Matt Sebert - Copywriter | I think Fresh Produce has an outstanding culture |
| Mark Glissendorf. Senior Vice President Operations & Public Relations | I already mentioned Droga5. Closer to home, the growth of Periscope in Minneapolis over the years has been impressive and I like how they did it by building in house capability and doing great work. |
| Ben Gerig, Web Developer | Droga5, they are not afraid to take risks and produce innovative content. |
| Ryan Budmayr - Account Executive | VaynerMedia |
| Trevor Patch, Senior Marketing Technologist | LaundryService. They're a full-service agency that is still focused on content, creative and serving their clients, but doing it in a modern way. |
| Joey Nielsen Associate Creative Director | I admire agencies that have a consistent, creative identity. |
| Dan Edmonds, SVP-Design Director | Droga 5. One of the few national agencies that can legitimately claim both a superior creative product and a highly developed strategic capability. Each amplifies the other and the results are extraordinary. They ignore the accepted definition of an agency. |
| John Pohlman, EVP/Executive Creative Director | Wieden Kennedy; Goodby Silverstein - continue to do first-rate, buzzworthy creative and are just as strong in the social & digital space as well. |
| Kristy Laue, VP of Creative | RGA - I love how they've created a business incubator and truly seem like problem solvers in all aspects, from advertising to digital systems and product design. Wieden Kennedy - their work is fabulous and continually impresses me. They manage to tap into emotion but do it in a way that feels relevant, new and modern. They've evolved well over the years. |
| Paige Schwitters - Senior Account Coordinator | N/A |
| Kevin Phipps, Audio Producer/Engineer | ??? |
| Cortney Slaight, Group Director | BBDO -- fantastic creative Pollinate -- I see a little bit of ourselves in them. They look really smart, but they're also approachable and kind of fun. I like what they have going on. |