Why agencies get fired despite good work

There are a host of reasons why a client might choose to cut ties with an agency.

Often it is something beyond the agency's control: economic factors, a result of M&A activity (they get bought and then consolidate their agency roster); a change in management (you lose your champion); or simply a shift in the company's strategic direction and with that their marketing priorities.

These are all things beyond your control. Assume they could happen anytime and try to mitigate against the impact if it does (for a start by avoiding client concentration/dependency).

However, there are other reasons a client might walk away despite the quality of your output.

The least likely is that your prices are no longer competitive.

The most likely is that something has gone wrong with the relationship, which is a shame, as it's probably the one thing you can do something about. But it’s amazing how often this creeps up on people.

So how do you minimise the chances of this happening?

• Setting and managing expectations
  It sounds obvious to say “ensure you and your clients are on the same page” - in terms of what needs to be done and how things are going to roll - but also make sure you stay on the same page. Use regular check-ins, reviews and debriefs (both formal and informal). Man-mark appropriately and ask questions designed to get them to affirm that they hear you and are still happy. Beware the Drift.
  

• Clear and honest communication
  This requires consistency, conviction and courage. Use appropriate channels and thoughtful language.
  Do not be afraid to reiterate things. People are busy (and forgetful)!
  And when something goes wrong, own it.
  Clients almost always prefer to hear it straight.
  And the more senior they are, the more surrounded by sycophants (yes men) they will be. So the agency willing to speak the truth often comes as a breath of fresh air.

  One of my agency’s presided over a cock-up which they feared could affect the whole relationship. I encouraged them to fix a time to formally review the whole project. The client appreciated the way in which they addressed the failure head-on in the meanting and then drew a line under it. The relationship probably improved as a result. 

• Identifying and cultivating champions
  There comes a time when founders (rightly) need to delegate responsibilities to team members including client comms - inadvertently ‘relegating their relationship’ - the client feels they’ve lost your ear and you fail to pick up signals from the client (as do your subordinates). Clients will happily promote you when things are going well but when things go awry, and they will, it's your champion client who will have your back.
  

• Strive to be their partner
  Don’t just say it, act like it. And it can't just be the owners/seniors
  How you position yourselves needs to show all the way through the agency’s culturally
  The key to a sustainable relationship is making yourselves indispensable.

If you do these things mindfully as a founder, and inculcate them in your client-facing team, not only will it reduce the chances of clients pulling up stumps (least of all by surprise) but you will deepen trust with your clients and you may even unearth opportunities in the process.  

If you fancy an exploratory chat about how we can help you grow, let’s find a time.