| What is the total number of employees at your office and nationally? How has this changed over the last 2 years? | |
|---|---|
| Devin Reiter, President / Jen Jaffe, CFO | 30 FT employees. Grown by more than 50% over the last 2 years. Also tap into over 200 creative thought leaders that sit in our collective. |
| What are the total revenues for the agency (substitute & indicate billings if this is the only available number): | |
| Devin Reiter, President / Jen Jaffe, CFO | $5.1M total rev / $3.7M Agency Fee |
| 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. | |
| Devin Reiter, President / Jen Jaffe, CFO | Refer to document in the Mirren Google drive. |
| Bullet point the services you offer your clients: | |
| Devin Reiter, President / Jen Jaffe, CFO | Consumer Research Brand Strategy Brand & Visual Identity Integrated Marketing Content Creation Campaign Production Video | Print | OOH | Digital Packaging Design Website Development Media Planning & Buying / Comms Planning via Hunterblu Digital & Social Media Management Photography Animation Events & Activations On Shelf | Retail |
| What percent of new revenue comes from the following sources: | |
| Devin Reiter, President / Jen Jaffe, CFO | 61-70% |
| Expanding on your answer above, how has most agency revenue growth come in? | |
| Devin Reiter, President / Jen Jaffe, CFO | Inbound leads and referrals from either past clients, colleagues, current clients or collective. |
| If any, how do you see these sources of revenue growth changing over the year ahead? | |
| Devin Reiter, President / Jen Jaffe, CFO | Outside of the economic climate, and based upon past history of FC, we do not anticipate the above changing without proactive effort. |
| Do you use any project management / account management software to help manage your accounts and any production / billing? | |
| Devin Reiter, President / Jen Jaffe, CFO | We are in the process of implementing Workamajig and this should be live by October 2022. |
| What strategic resources are available to your teams? For example, do you have any proprietary strategy, research, data, tools, or any services you subscribe to? | |
| Devin Reiter, President / Jen Jaffe, CFO | We have one in house strategist. Most of the insights minded are tertiary. We do however have access to Mintel, Forrester and Statista. Also we use strategists from our collective that have their own tools that they tap into when working with us. |
| Are client leaders held accountable for executing and monitoring the initiatives, and activities for client Organic Growth plans? Please explain. | |
| Devin Reiter, President / Jen Jaffe, CFO | Yes, to a degree. They scope, run projects, maintain budgets and see that all deliverables are met. However, the proactive growth is not currently something we actively do. |
| 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. | |
| Devin Reiter, President / Jen Jaffe, CFO | It is a weak part of our organization. If done, it is by circumstance and often client initiated. |
| When you consider Organic Growth, specifically, where does the team most need to improve? Where is the greatest opportunity for the team? | |
| Devin Reiter, President / Jen Jaffe, CFO | We do not have a process to foster organic growth. We have the bandwidth and personnel, but do not have system. We have no accountability (or reward system) at this stage to promote organic growth. |
| Is there anything else that would provide insight into your Organic Growth goals opportunities or challenges? | |
| Devin Reiter, President / Jen Jaffe, CFO | Mainly listed in 13. However, the leadership team needs to make a commitment to enable this to happen. |