| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Imran Syed, CEO, Adcom Leo Burnett | I am 42 years old. My analytical thinking abilities were developed as an engineer at MIT and creative flair was nurtured at Harvard’s design school. My thesis was a software program, and I worked as a consultant in the US for a year before joining Adcom in 1997. Adcom was established in 1965 by my father, and has been the largest independent advertising agency in Pakistan, till August 2015, when we got into an affiliation relationship with Leo Burnett. I have worked on brands across categories. |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Imran Syed, CEO, Adcom Leo Burnett | We used to operate in a more centralised structure till about 10 years ago, where all the new business development and growth was led personally by me. We have developed a strong management team, and have de-centralised, and now, we have different functional units, lead by capable directors/managers/heads. Over the past 3-5 years, these business heads have taken on the challenge and responsibility of driving growth across the units. My leadership and role is there to motivate, inspire and drive energy through the system. As CEO, key contacts on the client side remain an important domain. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Imran Syed, CEO, Adcom Leo Burnett | A culture that drives young, passionate, energetic bunch of strategists and creative thinkers to use the power of creativity to change human behaviour. 50 years of proven excellence coupled with a voracious hunger for the future. A reputation of transparency. |
| List the top few agencies that you do/will compete against most often: | |
| Imran Syed, CEO, Adcom Leo Burnett | Saatchi, O&M and JWT |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Imran Syed, CEO, Adcom Leo Burnett | Great work coupled with a no bull-shit attitude and approach. |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Imran Syed, CEO, Adcom Leo Burnett | Image. Networking and PR. Lower cost (since transparency is a core value at AdcomLB, we tend to be more expensive when comparing upfront fees, as we don't have undisclosed sources of revenue). |
| Are there any negative perceptions about the agency that might hold your organic growth and new business efforts back? | |
| Imran Syed, CEO, Adcom Leo Burnett | We are not a yes-sir agency, hence are sometimes perceived as being difficult. Social networking (not the online type!) is not a strength of our culture. |
| What are top 2 or 3 trends you see in terms of how clients are interacting with agencies in your market? What most makes clients unique in your market? | |
| Imran Syed, CEO, Adcom Leo Burnett | Work is no longer centralised with creative agency. Especially with investment in digital increasing, a number of agencies are coming to the table at the same time. However, where as in traditional, the client had a 'I know it all' attitude, the client is not so confident about their POVs in digital, which is an opportunity. The quality of strategic thinkers at the client's end is not improving. Fees are being continuously driven down. Clients are not being able to put the appropriate financial value to resources being put on digitally oriented assignments. The industry hails from a history of $500 per per brand per month management of social media. |
| Please explain how your office is currently experiencing AOR vs. project-based client work? Are you seeing a shift? What are the biggest challenges you’re experiencing? | |
| Imran Syed, CEO, Adcom Leo Burnett | In the past, we have been hesitant on taking on project work. However more and more, clients are exploring project based assignments. I can't say that its become a trend, but indicators point that way. |
| On a scale of 1-10, how well do your presentations back up the agency’s recommendation with an irrefutable logic trail? In other words, how well do you typically build a strong argument for the agency’s recommendation? (10 = we are always strong in this area) | |
| Imran Syed, CEO, Adcom Leo Burnett | 8 |
| On a scale of 1-10, how well do you build your presentations 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) | |
| Imran Syed, CEO, Adcom Leo Burnett | 7 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Imran Syed, CEO, Adcom Leo Burnett | 6 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendations? (10 = we are always strong in this area) | |
| Imran Syed, CEO, Adcom Leo Burnett | 3 |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Imran Syed, CEO, Adcom Leo Burnett | Proactive prospecting, rather than just pitching. Sell our strengths better. Show business impact/value in our recommendations. Figure out a way of not letting efforts/resources devoted to new business impact the delivery on existing portfolio. |