Truthfully, not always. First, you have to believe equally in everything you offer and not be prejudiced to default to one or the other because of the economics. Public relations, integrated marketing, creative services. We let the business objective drive the strategies.

All of our contracts have 30-day out clauses so the length of contract is really more a decision of convenience.  Do you want to renew it every six months, annually or just have it roll over.  Fact is, if you’re not loving the relationship, we want make it easy to leave.

We call it a Hub-Spoke model.  A consultant and client lead drive the strategy, the lead manages the program, team and budget as the Hub.  The spokes are the specialists brought in to deliver their expertise. 

We feel we are strong in many areas — having a 360 approach, bringing deep, but varied industry experience to market, moving quickly with great financial stewardship, but no one can compete with our retention.  The average agency turn over is 25 percent a year.  We have lost two people to agencies in 18 years.

We have eight practices.  We think that over 18 years, we have accumulated enough experience to compete with any “specialist” firm.  So no, we’re neither, but what we can do is service a food-tech client from our Tech and F&B practices, or a health franchise from our Franchise and Health practices. Fin-tech from our financial services and tech practices.  You get the picture. 

Success looks different from company to company.  Yes, increased revenue is a common thread.  And we are comfortable with that measurement if we take on a 360 approach, and we have access to the C-suite.  Otherwise, web traffic, lead generation, brand awareness, social presence, even valuation are go to metrics. 

Candidly, the more buttoned up you are, the faster we can immerse and define the needs, gaps and opportunities.