How To Be a Good Digital Marketing Client

How To Be a Good Digital Marketing Client


– What’s up internet? Today we’re gonna talk about
how to be a good client so that you can get the
most from your investment and your relationship with your agency. (upbeat music) What’s up everybody? Chris Mechanic here from WebMechanix. – Shlomo Trachtenberg here, WebMechanix. – Today we’re talking about
how to be a good client. There’s really only one rule. Rule number one, pay your bill – [Both] On time. – No, I’m just kidding, just kidding. I mean that’s obviously
nice, but we’re gonna talk about actually some really useful things that you can do and ways
that you can operate so that you can really get
the biggest bang for you buck. – Yeah so, you know you’re making this investment at a digital agency. You wanna make sure that you’re
gonna get back, you know, the highest return from the effort that they’re gonna put
in, so like number one, we have this with a lot of clients. A lot of times people will come
to us, and they’ll be like, um, and we’ll be like,
kay, so what’s your goal? And they’re like, I dunno, you tell me. – We want more traffic. We want more leads.
– We want more traffic. We want more leads. We want more conversions. We wanna make more money. Like, that’s nice, but it doesn’t give us that north star to sail the ship towards. It’s like, when the
clients have clear goals, like we need to hit x percent growth. We need x amount of leads. We need above what we’re currently doing. That gives us the
ability to work backwards from that and develop
that digital strategy, but when there’s no clear end in sight of where we’re trying
to go, it’s very hard to develop a path to get there, so number one, I would say for sure, you as a client have clear
goals out of what you want out of the agency, not just generic help. – Yeah, and goal posts, we
absolutely love goal posts. We use the frame work
the One Big Metric even. – OBM. – Now, oftentimes, clients
won’t give you goals. They’ll say, hey, what should the goal be. We’ll nominate goals. If that’s the case, at least
let’s discuss the goals. Don’t just–
– Yeah. Get that confirmation, that buy-in, so that like (mumbles). When we get on those calls
every week or whatever it is, we wanna be talking about that goal. – Yeah. – You know what I mean? Where are we holding with the
progress towards that goal. So, clear goals, confirmation on goals. Everyone rally around those goals. – And that’s easy to do. I mean, just toss somethin’ out there. Next is feedback. So, your feedback is very important, and we could talk about feedback a lot, but one thing is just
timeliness of feedback. – Responsiveness, yeah. – So, just simply getting back. We’ve had clients in the past where we’ll submit some
work, don’t hear anything. We’ll submit some more
work, don’t hear anything, and then you get in this scenario where there’s just this pile of work, and you’re just waiting, you
know, you can’t really do much. We’ll have to pivot and look to something that we can do without
necessarily approval. – Yeah, and then they
usually will come back and be, like, well, what
happened to all that stuff? Well, we’re waiting on your feedback. So, like, being responsive with feedback, being quick about it, gets us the ability to keep on moving, right? – Yeah, and I think putting
somebody as the owner of the agency relationship
is also really useful. – That’s very valuable, yeah. – If there’s 19 people
on the email thread, it’s somebody, anybody, nobody, everybody. – Nobody’s gonna do it. – [Both] Right. – Now also with feedback,
talk a little bit about just the ramifications,
like what happens when a client says, hey, we want to add some more padding in there. – Yeah, so, (chuckles) padding. You have to understand, as a client, when you give feedback to an
agency, what happens then. So, the account manager
will go back to the DM and be like, hey, Client wants this. Doesn’t, not happy with this. And now everyone’s going to
go back to the drawing board and start doing, changing things around, and it’s, you know,
triggers a whole process. – Yup. – And that is good if the
feedback was thought through, has a reasoning behind it. It was specific, and
there’s ideally some data. Maybe it was brand guidelines. Whatever it might be, but be specific with your critique and your feedback because there’s a lot that goes into it after you give that to
be able to rectify it, revise it, and it’ll come back to you, but if it’s just giving critique just ’cause you feel like
you’re the point of contact and it’s your job to give critique and there’s no real ramifications, it’s just gonna slow things
down and burn people out. – Yeah, exactly, so specificity is useful, but also just understanding
the amount of work that it takes to make those things happen, and if you don’t know,
just ask, just say, hey, is doing that a lot of
work, is it a little work, is it in the middle, and any
agency would tell you that, but another thing on feedback. Feedback is really
important, especially useful and constructive feedback. Like, everybody has personalities. Everybody likes things in certain ways, and there’s little
idiosyncrasies that people have, and being open and frequently
communicating those things, it’s not gonna hurt our feelings, ya know? Our account managers, accounts
folks, they have thick skin. They can hear it, but
what you don’t wanna do is let all those things
bottle up to a point where you start getting
frustrated and then, you know. – Open relationship. – Open, yeah. – Yeah, it’s like a
husband and wife, you know? – Yeah. – Don’t bottle things up. Keep it open. Cool. Then I would say also, a lot
of times in the relationship, there’s points of contention, right? – Mm hmm. – And how you deal with
those points of contention as a client will define
how the relationship is. If it’s more of an attacking relationship, where they’re basically like,
hey, you guys didn’t do this. You did this. You didn’t do this. It doesn’t allow the
relationship to be collaborative, and the reason why that makes a difference is because when we, as an agency, feel like we have a
strong partner and trust with the client, that allows
us to push the boundaries and do things that might not
be the most conservative, but once we go into conservative mode, where we’re like, oh,
we’re just on the defense, it doesn’t give you as a
client what you’re paying for because ideally, what they’re
paying for is innovation, forward-thinking, pushing the limits, and if we don’t feel
comfortable doing that with you because it’s like a very
defensive relationship, it’s not conducive to growth. – And put simply, you might say, be nice. (laughs) ‘Cause when you’re nice, I’m engaged, and I’m bringing my best ideas. If I feel like you’re gonna
shoot everything down, then I’m gonna clam up. – Clam up, give you the generic stuff that we know you’re gonna approve, and it’s just basically
a reflection of you. – So, we got a couple minutes left. I wanna talk about this one. – Okay, cool. – So, think of your agency
as a partner, not a vendor. I know that that’s cliche. I know everybody says, hey, we look to really partner with clients, but yes, I have a scope of work. My scope of work is
I’m your search agency. I’m in charge of your SEO and PPC, but that doesn’t mean that
I’m just a key word monkey. Ya know what I’m sayin’? If you think of me as a
partner and you open up to me and you share with me
your broader strategy, even though it’s not just search-related, or you share with me even
the overall business goals and the priorities, then
I can use my noodle here, and I can bake those things
into the search strategy, or maybe I can’t, but it’s just like AI. It’s like artificial
intelligence except no A. It’s just straight up intelligence. – Straight up intelligence,
and also, like, if you give that broader vision and sort of give the
agency that strategic plan, there’s probably a lot of
value we could add to that, that we could say, like,
hey, oh, that’s your goal? Well then maybe there’s
some other channels you might want to explore. There’s some other ideas that we have. We have some other clients
that have done the same thing, that have done this, so cue us in. Bring us in. – And kind of on that same
note is you wanna avoid being overly prescriptive. Like, you might think that you know what the prescription should be, but the reason that you
hired us is to be the doctor. You don’t go to the doctor and say, hey Doc, my stomach hurts. It’s my spleen. I need you to take it out, right? – Right, right. – You say, hey, my stomach hurts. What do I do?
– And work out. Yeah, so you kill the
creative juices of the agency by telling them exactly
what they need to do. Yeah, so I think– – So, in summary be nice, responsive, feedback, constructive feedback. – Specific feedback. – Specific, knowing the
ramifications of the feedback. – Have clear goals. – Goals. – Talk about those goals constantly. Every meeting, rally around that. – Yeah, center it around that. Right. And then think partner,
not vendor, not swim lane. Of course, we’re in a swim lane, but still, you never know what kind of fruits are gonna come off the tree if you start opening up and sharing. – Cool. That was good.
– Alright. I think that’s good. Thank you internet. Love you all. See ya soon. Like and comment please. – Of course.

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