| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Stephanie Parker, Chief Client Experience Officer | 500 by end of 2021, 400 at start of Jan 2020 |
| What are the total revenues for the agency (substitute & indicate billings if this is the only available number): | |
| Stephanie Parker, Chief Client Experience Officer | 77M total revenue in 2021, 17.8% profit margin |
| List your clients for the past 2 years (grouped by industry category, indicate past/current client). Cut and paste from another document if this helps. | |
| Stephanie Parker, Chief Client Experience Officer | Dairy Queen Delta Faucets Motel 6 Winnebago Haribo Rally House Monster Energy Post Cereal Dairy Farmers of America Hearst Television Valent Fogo de Chao Applebee's IHOP WaWa Braunability Missouri Lottery KC Scholars BCH Tempo Hennessy Regis Copper Mountain At Home Justin's Taco John's Planet Fitness Vanity Fair Midas Big O Tires AMC Big Brothers Big Sisters Gen Z Water 826 National Papa Murphy's MASCO Mighty Good Solutions Hallmark UMB Bank Children's Health Fruit of the Loom, Inc. Spirit Halloween Riceland ShopRite (Wakefern) US Bank BCBS Kansas BCBS Kansas City (both) Sentry (Dairyland) Select Health Security Benefit Creative Planning Medical Solutions Beaumont Arag Legal BARKLEY REI CLIENTS: Penn Dept of Banking/Housing Fin Dept Essential/People's/Aqua San Jose State University Of California, Irvine Texas Christian University University of California - Los Angeles Molloy College Penn State Univ, Smeal College of Business University of Virginia Crohn's and Colitis Foundation Lenoir-Rhyne University University of Louisville ARCHITECH Texas State Aquarium University of Oklahoma National Contract Mngmnt Assoc (NCMA) University of Texas George Mason University Suny Plattsburgh University of North Carolina, Charlotte CMU Qatar Manhattan College Texas A&M - Corpus University of Portland Clemson University Texas A&M Kishwaukee College Times Square Corpus Christi |
| Bullet point the services you offer your clients: | |
| Stephanie Parker, Chief Client Experience Officer | Barkley is a full-service idea company that builds Whole Brands across the spectrum, including business consulting on products, services, culture, experience all the way to execution including media, PR/communications, advertising and design. Full-scale production team, internal research capabilities. We will partner with best-in-class partners to deliver large-scale digital transformation strategy & implementation, and digital development (apps, etc) |
| What percent of new revenue comes from the following sources: | |
| Stephanie Parker, Chief Client Experience Officer | 31-40% |
| Expanding on your answer above, how has most agency revenue growth come in? | |
| Stephanie Parker, Chief Client Experience Officer | We have an annual Growth goal that 40% of growth comes from organic (existing clients) and 60% of annual growth comes from new business, primarily driven by consultant-led or competitive pitches/rfps, and some coming from leads with our content/speaking events or former client referrals. We have hit this goal 2019-2021, since it has been formalized and tracked that way. |
| If any, how do you see these sources of revenue growth changing in the next year? | |
| Stephanie Parker, Chief Client Experience Officer | Increase up to 10% |
| Do you use any project management / account management software to help manage your accounts and any production / billing? | |
| Stephanie Parker, Chief Client Experience Officer | We created a new discipline, Brand Operations, in Feb 2021 to oversee agency workflow/project management and resource planning. This team is being stood up and reports in to Chief Client Experience Officer. We use these platforms to help deliver work across the agency and to clients: Salesforce - we track organic growth and new growth opportunities in two Salesforce funnels, but day-to-day work is not flowing through Salesforce Workfront - we are implementing Workfront for a full rollout in October, which includes project workflow, resource management and time entry (currently time entry and billing is in a finance platform, Webvantage). This has helped us eliminate tools like Jira and Trello. Our reporting tools include primarily Datorama, Tableau, Snowflake PowerBI (and several others we are actively consolidating) Social Media team uses social listening and community management/posting software. We have various Dynamic Creative Optimization tools engaged adhoc, and are streamlining them currently through an IT Roadmap process to identify our AdTech stack, developed by our new head of Brand Operations |
| What strategic resources do you make available to your teams? For example, do you have any proprietary strategy, research, data, tools, or any services you subscribe to? | |
| Stephanie Parker, Chief Client Experience Officer | Yes, a significant amount of subscription-based, proprietary tools are available. However, access is not centralized and tools are underutilized. EuroMonitor, Forrester, WARC, Kantar, Simmons, Mintel Gartner, Helixa, Winmo, Advanced Web Ranking Chirpify eMarketer Hootsuite Iconosquare MOZ Netbase Solutions Nielsen Audio/Station Index Nielsen IMS Rival IQ Scarborough Spredfast Sprout SQAD Winmo Right Intel SEMRush* Crazy Egg* SRDS The Trade Desk (TTD) Oracle Data Cloud MOZ Advanced Web Ranking DoubleVerify (DV) Sharpr |
| Are client leaders held accountable for executing and monitoring the initiatives, and activities for client Organic Growth plans? Please explain. | |
| Stephanie Parker, Chief Client Experience Officer | Yes, Brand Leadership teams at the SVP and EVP level are accountable to their overall team forecast and organic growth goals annually, we review and update our agency forecast and organic pipeline monthly. Directors and VPs are accountable to running individual client relationships and work day-to-day, and spotting opportunities for growth. |
| How would you rate your account teams’ effectiveness at driving Organic Revenue Growth — based on having documented plans, a methodical approach, and being assertive? Please explain. | |
| Stephanie Parker, Chief Client Experience Officer | On a scale of 1-10, I rate us a 7. We have clear client success plans, brand leaders evaluate and mine Top 25 brands to quantify opportunities/risk and present to Exec Leadership twice per year formally, they set annual financial budgets for their clients and review/update forecasts monthly formally. We track organic opportunities in a dedicated salesforce funnel and share across the department consistently monthly and discuss in conjunction with monthly forecast meetings. We have an consistent annual planning process to focus on business objectives that reveals needs/biz problems. We engage 3-headed monster leaders (brand, strategy, creative) in annual Huddles, identifying 2-3 organic opportunities we want to collectively pursue for each top 25 client. |
| When you consider Organic Growth, specifically, where does the team most need to improve? Where is the greatest opportunity? | |
| Stephanie Parker, Chief Client Experience Officer | Tuning brand leaders radars to spot & create growth opportunities, especially getting beyond their brand and really knowing the category and competitive landscape. Secondly, having the availability / focus to dedicate enough time to develop and nurture those opportunities (get in the subscription tools and find out what's going on in the category, listen to every quarterly earnings report, etc). |
| Is there anything else that would provide insight into your Organic Growth goals opportunities or challenges? | |
| Stephanie Parker, Chief Client Experience Officer | Providing greater definition around roles/responsibilities between Brand Leadership and Growth team in organic growth, and new business growth will be helpful. Mapping the clear processes for both organic and new growth will be welcomed. Training exists in pieces. Also, we have 150 new partners who have joined Barkley (out of 500) in the last year, so we have many new people in new roles who don't have history or muscle memory we can rely on, and have to be intentional and consistent in training. |