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MANAGING IN-HOUSE AGENCY CREATIVE CONTENT AND LEGAL CONCERNSJULY 20192 | Managing In-House Agency Creative Content and Legal ConcernsTABLE OF CONTENTS BACKGROUND AND METHODOLOGY . 3KEY FINDINGS . 41. CREATIVE CONTENT CONCERNS . 42. LEGAL CONCERNS .10CONCLUSIONS . 13ABOUT THE STUDY PARTNERS .143 | Managing In-House Agency Creative Content and Legal ConcernsBACKGROUND AND METHODOLOGYThe 2018 ANA report, “The Continued Rise of the In-House Agency,” found that in-house agency penetration is rising and workloads are increasing. 78 percent of ANA members have an in-house agency in 2018, versus 58 percent in 2013 and 42 percent in 2008. For 90 percent of respondents, the workload of their in-house agency has increased in the past year, including 65 percent for whom the workload has increased “a lot.”As advertisers continue to expand bringing advertising services in-house, it is important for them to understand and deploy best-in-class practices to manage in-house agency creative content and legal concerns. The ANA partnered with the Boston Consulting Group and Reed Smith on this initiative. The findings are informed by qualitative interviews with ANA members and industry experts (conducted in first quarter 2019) and a quantitative survey of ANA members (fielded in March 2019). There were 111 survey respondents, and their demographics consist of companies with in-house agencies of various sizes and budgets: Staff Size: 40 percent of survey respondents have staffs of 25 people or less, 36 percent between 26 and 100 people, and 24 percent greater than 100 people. In-House Agency Budget: 50 percent of survey respondents work at organizations which had an 2018 annual U.S. in-house agency budget (staff and expenses) of less than $5 million, and 50 percent had $5 million or more. Services handled by the in-house agencies of respondents include: 91 percent creative for digital media 85 percent strategy 81 percent creative for traditional media 47 percent data/marketing analytics 33 percent media planning and/or buying The complete qualitative survey questionnaire is here. 4 | Managing In-House Agency Creative Content and Legal ConcernsQualitative interviewees helped identify four primary creative content issues that must be managed by an in-house agency: 1. Attracting top-tier in-house agency talent2. Keeping in-house agency talent energized3. Applying key marketing processes4. Having healthy creative tension The quantitative survey then uncovered different levels of concern (i.e., top-2 box on a seven-point scale) across respondents for these issues.The top concern was keeping in-house agency talent energized, identified by 63 percent of respondents. Attracting talent was a concern for 44 percent of respondents, while maintaining process discipline concerned 37 percent. Only 19 percent of respondents were concerned about the in-house agency losing healthy creative tension between agency and client.CREATIVE CONTENT CONCERNSKEY FINDINGSIn-House Agency Creative Content ConcernsBase: 111Q. Please rate your level of concern with the following issues related to your in-house agency, with 1 being “Not at all Concerned” and 7 being “Very Concerned.” 19%37%44%63%Losing healthy creative tension between client and agencyApplying key marketing processes (e.g., briefing, feedback) lessrigorously vs. when working with external agencyAttracting top-tier agency in-house talentKeeping in-house agency talent energizedApplying key marketing processes (e.g., briefing, feedback) less rigorously vs. when working with external agencyPercentages are top-2 box on a seven-point scale.5 | Managing In-House Agency Creative Content and Legal ConcernsThe following takes a closer look at each area of concern and the associated management strategies. 1. Keeping in-house agency talent energizedOnce a team is in place, keeping it energized is important.“Its critical to keep in-house talent energized. Otherwise attrition can become a real issue.” VP/COO, Telecommunications Company“Keeping our team energized and fresh is a real struggle, in particular as we are not located in NYC or San Francisco.” SVP of Advertising and Content, Hospitality and Entertainment CompanyTo keep in-house agency talent energized, interviewees and survey respondents have deployed a number of strategies: Have creative talent work with multiple internal stakeholders/brands to expose creatives to a fresh set of challenges. Regularly highlight the work teams are passionate about through employee showcases/mixers so employees can receive recognition and constructive input for their work. Challenge internal creative teams with stretch projects. Its important to share plans with key business stakeholders and put a backup plan in place to ensure that the project will be successfully delivered. Provide training workshops to help employees hone their skill sets. Invite external speakers and partner agencies to present the latest industry thinking. Celebrate successes as a team; communicate them broadly within the company, and encourage leadership to make employees feel valued. CREATIVE CONTENT CONCERNS: MANAGEMENT STRATEGIES KEY FINDINGS“Want to energize your creative teams? Hire top talent, build in healthy creative tension, show them a higher purpose, and most of all, have fun!” Wayne Barringer, Director, Creative Services“Keeping creative teams energized is critical for retention, but became easier as we grew now we have more creative assignments, and more variety in those assignments.” Michael Perdigao, President, Advertising and Corporate Communications6 | Managing In-House Agency Creative Content and Legal Concerns2. Attracting top-tier in-house agency talent Attracting top-tier talent is another optimization area for in-house agencies, according to input received from interviewees and survey respondents.“Getting high-quality people is very hard, as mid-level agency executives are well compensated, so going in-house often requires taking a lower salary and dealing with the monotony of company life, where you focus on fewer things.” Senior Director of Marketing, Footwear Company“Typically, internal creative teams are much smaller than agency teams, which makes it harder to attract talent.” Senior Director of Integrated Marketing, CPG Company“When companies choose to leverage only external teams for the higher-profile, more public campaigns, the top talent isnt going to want to come in-house. Any great talent you do have is more likely to burn out and leave for more exciting opportunities.” VP, Account Management, Financial Services Firm“There is still a struggle to convince some that in-house has recruited the top talent they get from agencies.” Content Writer, Insurance Company CREATIVE CONTENT CONCERNS: MANAGEMENT STRATEGIES KEY FINDINGS“I believe that when working in-house, more work that is created internally gets produced at a rate that is much higher than at an external agency. The reason for that is the unique proximity the internal team has to the business, to insights, and to leadership. Therefore, the road for an idea to get sold is much shorter.” Warren Chase, Vice President and Chief Operations Officer, 140, Verizons In-House Agency7 | Managing In-House Agency Creative Content and Legal ConcernsRespondents have used a number of strategies to attract talent: Create a virtual team that helps attract talent in less competitive markets.o Creating a virtual team enables you to identify the right talent in the right location while also maintaining a competitive structure. Emphasize the attractiveness of the total package during recruitment and be prepared to pay for specialized roles.o Job security and hours of an in-house position can be very attractive, especially when coupled with other benefits (e.g. maternity/paternity leave, working remotely). Have creative talent cover multiple brands spanning categories.o Creative talent is used to tackling different problems across industries, so when coming in-house, having the ability to work across multiple brands/categories can help alleviate the potential concern of focusing on only one brand or category. Reinforce that when working internally, the likelihood of efforts coming to fruition with work actually being produced is much higher than at an external agency.o According to respondents, in-house projects have a far greater opportunity of having their work be produced, and that can be very attractive to agency executives. Branding the agency with active marketing within the company can help with recruiting and maintaining team energy. CREATIVE CONTENT CONCERNS: MANAGEMENT STRATEGIESKEY FINDINGS“There is strong talent, outside of the well-known creative hubs, that would welcome a big brand opportunity. Bringing these individuals on board and allowing them to work virtually is a very practical way to address local talent shortages. In our case, we hire for talent exclusively, since location really doesnt come into play for PwCs virtual team.“ Jack Teuber, Creative Leader8 | Managing In-House Agency Creative Content and Legal Concerns3. Applying key marketing processes Maintaining process discipline was an opportunity for some interviewees and survey respondents.“The internal briefing process was unofficial, so our internal team never understood they had to develop multiple equity statements and instead developed a single statement that was deployed in multiple settings. As a result, the internal team never got a chance to push back and failed to complete the assignment successfully.” Director of Marketing Effectiveness, CPG Company“Treating the internal team as you would an external agency in terms of briefing and reviews is critical.” VP, Account Management, Financial Services Firm Interviewees and survey respondents have deployed a number of strategies to ensure the consistent application of marketing processes. For a number of advertisers who realized they faced process gaps when they started their journey of bringing creative services in-house, they used it as an opportunity to refine their processes and then deploy them with both their internal and external agency partners. Other advertisers have chosen to deploy the same processes (e.g., briefing, feedback, reviews/evaluations) when working with either internal or external agency partners to ensure that in-house agencies will operate on a level playing field with their external counterparts.CREATIVE CONTENT CONCERNS: MANAGEMENT STRATEGIES KEY FINDINGS“Its critical to find a balance where your processes do not stifle the creative process and become too cumbersome. Its also important that your company celebrates and values the internal agency and the external agency equally; this helps the two teams work together and not compete.” Jessica Cipolla-Tario, SVP Advertising and Content“Building an in-house model does not mean removing all processes, but rather, an opportunity to build something that works better for your organization. The value to our organization is that our in-house team is intimately connected to the brands, product, and teams for whom we deliver work. That connection allows us to approach projects with flexibility, always allowing the project to dictate the process. For us, that often looks like being briefed in the hallway, or it could look like a three-page brief. We are stakeholders in the success of each project, as much as the project owner is, so right-sizing the work to match the project is where we find our best results.” Lauren Connley, VP, Global Creative and The Gorilla Way 9 | Managing In-House Agency Creative Content and Legal Concerns4. Having healthy creative tensionFinally, ensuring creative tension exists was important for some interviewees and survey respondents.“External agencies only care about the quality of the creative. In a company you need to nurture day-to-day relationships.” Brand Director, CPG Company“Typically, the creative team is small and more junior than the senior marketing leader providing direction, and as a result, senior marketers could exercise too much influence over the creative process.” Senior Director of Integrated Marketing, CPG Company“In practice, its very hard for the creative team to push back on the brand team.” Global Director of Media and Analytics, Beverage CompanyTo address this opportunity, interviewees and survey respondents have deployed a number of strategies: Hire a diverse set of creative executives. Diversity in this case is defined widely, including age, professional background, ethnicity, and agency experience. Leverage external agency partners to co-create/review work. Many companies continue to work with external agency partners after establishing in-house agencies. Leveraging these partners to provide constructive feedback on internal projects has been very helpful for some of our interviewees and survey respondents. Pressure-test your perspectives by soliciting input from internal teams and selected third parties. Leveraging the consumer insights, public relations, community relations, and legal teams has been an invaluable tool for a number of companies. Select trusted third parties can also be helpful in this process.CREATIVE CONTENT CONCERNS: MANAGEMENT STRATEGIES KEY FINDINGS“When a team tackles a creative assignment and tries to make it the best it can be, there will be different often passionate opinions, which lead to healthy tension. I think that tension is a sign of a healthy creative environment. When an attitude of its good enough or it doesnt really matter to me prevails, healthy tension disappears and I start to worry.” Greg Sutter, Director, Creative Services10 | Managing In-House Agency Creative Content and Legal ConcernsIn addition to the four key creative content concerns that must be managed by an in-house agency, survey respondents were asked about how they manage legal concerns. Working with Reed Smith, the ANAs outside legal counsel, 16 legal concerns were identified as most associated with client-side marketers when they bring work in-house.Legal issues did not rise to the same level of concern as creative content issues. Most survey respondents felt that while these were all areas of importance, they were already well-addressed by their companies and therefore not areas of great concern. The top four ranked legal concerns all noted as top-2 box concerns by less than 20 percent of respondents are: Contracting with talent Trademark clearance Contracting with photographe
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