| Your name and title | |
|---|---|
| Andrea Van Dam, CEO | |
| How many total employees do you have? How has this changed over the last 2 years? | |
| 72 - up from 49 in 2020 and 60 in 2021 | |
| What are the total revenues for the agency (substitute & indicate billings if this is the only available number): | |
| $9.4M | |
| 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. | |
| Health: Stamford Health, Avion Pharma, Alliance Pharma, CCRM, Blink Fitness, GNC (All current) Food & Bev: Newman's Own, Power Crunch, Big Y (grocer), PIM Brands (All current); Factory, LC (past) Beauty: Amore Pacific, Dr. Dennis Gross, Jane Iredale, Elemis, Paris Presents Inc, Bondi Sands, Droplette (All Current) Fashion/Accessories: Skechers, Gudrun Sjoden, Charles & Colvard (All Current) Real Estate: Coldwell Banker (Current) B2B: Wolters Kluwer, Safco Dental, Optimizely (Current) We have a number of SEO-only clients: Henkel, Weight Watchers, Revlon, Elizabeth Arden, Trove, Thrive Market, Chosen Foods, D'Artagnan, GoGoSqueez, Dr. Praegers (All current) | |
| Bullet point the services you offer your clients: | |
| Communications strategy Digital/e-com strategy Advanced analytics - MMM, match market testing, business forecasting Media strategy, planning & activation Market research via Glimmer our 30k panel SEO, SEM, Social, display (programmatic) Retail media strategy, account management and advertising activation Traditional media | |
| What percent of new revenue comes from the following sources: | |
| 41-50% | |
| Expanding on your answer above, how has most agency revenue growth come in? | |
| Our net revenue retention on existing accounts over the last 2 years has been roughly 90%. All new growth is from new business revenue. New business revenue is driven largely by referrals from past clients or agency partners representing 65-70% of total new revenue each year. These are direct opportunities or an invite to an RFP. Inbound leads follow as the second largest source of new opportunities. | |
| If any, how do you see these sources of revenue growth changing over the year ahead? | |
| We are very focused on getting more out of existing clients - especially those that are utilizing our agency for single-channel services. | |
| Do you use any project management / account management software to help manage your accounts and any production / billing? | |
| We are a media agency that does not have creative capabilities. About half our teams utilize Asana. We are currently evaluating Monday.com as a potential replacement to roll out agency-wide in 2023. We are currently onboarding Sage Intacct for 2023 rollout. | |
| 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? | |
| We have proprietary analytics products Spark and Halo - curve-based forecasting and channel modeling tools. Also, Glimmer, our own 30k panel of women that we engage for research, creative testing, and micro-influencer programs. We subscribe to mintel, euromonitor, emarketer, netbase, resonate, spate, nielsen, omscore, pathmatics, GartnerL2 for intelligence. We are a Google Premier Partner and a founding agency of the Int'l Growth Program at Google. | |
| Are client leaders held accountable for executing and monitoring the initiatives, and activities for client Organic Growth plans? Please explain. | |
| Client leads are responsible for meeting a revenue goal inclusive of retention, growth and new business and a direct profit goal. This includes managing a team responsible for delivering excellence on client campaigns and looking for opportunities to grow beyond existing initiatives (we don't do enough of this beyond proving performance and getting more media dollars to invest). Perhaps a lack of creativity, fear of acting like a salesperson or not knowing the questions to ask. | |
| 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. | |
| We do not have a methodical approach to OG. We did the Mirren scorecards annually (pre-Covid),but did not follow through on them enough. At the time, we were working with small brands that didn't have much money beyond the budget we were given to invest. (I know money follows the ideas!) | |
| When you consider Organic Growth, specifically, where does the team most need to improve? Where is the greatest opportunity for the team? | |
| Understanding how to uncover OG opportunity and how best to approach it. WHY is it important to have a documented plan - what proof have you seen that shows if you do X, you can/will generate Y - in the digital marketing/media business. WHY we should not give up on chasing OG - more efficient, profitable! | |
| Is there anything else that would provide insight into your Organic Growth goals opportunities or challenges? | |
| Part of our historical challenge in achieving OG has been the size of new business clients as well - small budgets annualizing didn't amount to much growth. The last 2 years we have broken clients that spend $5-$20M which is a nice sweet spot for us - a good portion of our top 20 clients (75% of our revenue) are now in that range. Therefore, I do feel we are missing opportunity. We need to take time each quarter to step out of the day-to-day management and brainstorm, dream, uncover opportunities! Question: should the biz dev lead have a role in OG? | |