Moving from talk to the deal

For an Agency to move the project from a discussion (or scope of possibility), to an approved estimate, client service are required to draft a scope of work.

Drafting a scope of work requires accuracy, negotiation and speed. Top client service can read between the lines, and pitch the right idea which makes sense for the Client, and can be furnished by the Agency.


How fast client service can draw a red box largely determines if they have created value. Value is created if the Client is not required to do too much thinking. Accurate documentation is drafted, and few amends are required. Long term, the Client grows accustomed to the timesaving created by client service, and the Agency enjoys repeat business.

No matter how knowledgeable client service may be on a subject of marketing, value is recognised by how long client service take to arrive at the real project.

A lot of discussion can ensue during the scope of possibility. Unless client service can move the discussion to a scope of work, they are adding no value and wasting the Client's time.

MNCs favour working with small Agencies which can save them time. Rather than work with large companies, retarded by red tape and slow decision-making, MNCs seek to outsource to agile firms which provide a pointed approach to getting the job done.

Client service who can wade through the delicate process of creating a neat, square box create many benefits.

1. Empowerment. As the Agency has taken the initiative to write the scope of work, the expectation is shifted to the Client. Subsequent delay becomes the result of the Client slow decision making, and not because the Agency have not delivered.
2. Conversion. An accurate and complete scope of work attracts less scrutiny, and fewer reasons for the Client to challenge costs.
3. Ease of execution. A clear square box gives the Agency's production people focus, and maintains budget and delivery timing.
4. Flexibility. Clients are far more likely to forgive small mistakes which occur during a project, if client service provide an overall timesaving.

Over inflating ones capability

Client service have reasons for over-selling either themselves or the Agency. They may prize personal development, which they experience when they push themselves beyond their limits. Or perhaps they are trying to guard their relationship with the Client, by pitching for projects to lock-out threats from potential competitors.

Whatever the motivation, the question is, what are the ramifications of over-selling?

Agencies rarely get into trouble for the claims they make which inflate their capability. More often, Agencies get skewed by Clients when they fail to deliver on a promise which cause the Client damage or embarrassment.

So over-selling one's capability poses no real harm to either the Agency or the Client, assuming client service deliver what was promised.

A smart team of client service are well aware of the necessity to deliver. They know their strengths, and how far they can extend before they get into hot water. They can clearly calculate where they are and the risk of extending. They are comfortable when in situations where they don't have answers, because they know that in time they will find solutions.

The decision to over-commit, or risk passing up an offer is not an easy one to make. By turning down a project, client service invite potential competitors. On the other hand, the single act of over-committing could jeopardise the very relationship, the Agency sort to protect.

Have an opinion, or become a puppet

It is easy for client service to fill their day aimlessly shuffling documents from one place to another. Rather than effectively adding value by carrying out negotiations and advising clients, they resemble pigeons relaying messages.

When they are expected to share an opinion or negotiate, you'll commonly hear 'I'll get back to you'. Example: Client service agree to meet a Client to discuss their requirement, and short of the cleaner, invite everyone from the Agency to attend the meeting.

In such an instance, client service lack knowledge and experience to make decisions. They rely on the Client and their own people to tell them what to do and what to say. Client service who are not in control of the project frustrate the Client and exhaust resources in the Agency. Frustrated Clients are less receptive to new ideas, and exhausted production people more likely to leave the Agency.

It is crucial client service remain in control. Client service need to be critical of Client's requests, and the contributions of others in the Agency. They recognise that behind every opinion, is someone's own agenda, which may not necessarily align to Client's or Agency's goals.

By having an opinion, client service speed up decision-making and improve the Agency's capability to complete a project. They use the opinions of those around them as a guide, not gospel.