Wednesday, July 22, 2015

Networks are invaluable in business

Besides belonging to the fourth Estate in a world that did not recognise the fifth estate, my introduction into the world of banging copy was full of learning. A world where conversations were filled with anecdotal phrases revolving around word count, deadlines and trash. One immediate reward for choosing journalism and not engineering like my father had wished was the number of events I attended with the intention of nosing for news.
In all these events, networking was the key word. Not just for the swift adoption of network technology that many establishments in the city were undergoing, but the interaction between the different stakeholders who attended these events.
Networking has long been recognised as a powerful tool for business people and professionals.  Knowing more people gives you greater access, facilitates the sharing of information, and makes it easier to influence others for the simple reason that influencing people you know is easier than influencing strangers. 
I bet even the creators of LinkedIn, Facebook and Twitter knew very well that the social nature of the Homo Sapiens was a perfect spot to touch. Does it follow, then, that social networks, by making connectivity easier, make leaders more powerful? That’s why we worry about what administrators of populous social media groups say or do because they are likely to influence the direction of certain conversations.
While traditionally networking was viewed as a natural trait for man, it’s quickly becoming a science that a successful PR practitioner should possess. The curiosity of the proverbial cat, the ability to fluidly pick up conversations like a matatu tout, the ability to passionately share on a common subject like newly-met Arsenal fans contemplating on another loss.
Networks too have levels. It’s up to you to build the level you want to be, either the network of people who know all the joints were second generation drinks are sold or a network of the regional economy policy makers. Remember that whatsApp group that got 80 % of its members in key parastatals in the country?  Well, it’s time to ditch, your ‘alcoblow checking’ networking group.
Network power depends on how strong your relationships are, on how much attention you command when you engage people in your network, and on how attractive you are as a member of other peoples’ networks. 
If you are known as a source of deep expertise, for instance, and people can rely on you for expert solutions or creative ideas, you will be a more attractive network partner than someone who lacks that.  If you know other powerful people and can access them whenever you need to, you will be a more attractive network partner. 
Similarly, if you are in a position of authority in your organisation and can make things happen, you will be a more valued network partner.  Finally, you will have more power in your network with the people you know best — with long-time colleagues, close friends, and others with whom you have developed mutual trust and respect.

This article was also published here the http://businesstoday.co.ke/news/management/1437632428/well-managed-networking-can-power-your-business

Thursday, July 2, 2015

The Science of Account Management

The business of client servicing definitely goes beyond the perfect brief. Every now and then one has to ensure that the client is well handled and the promises made are delivered to ensure that the business objectives are met in a timely manner. Whether your client is an entrepreneur or the marketing manager of a listed company, once they have signed your contract they will experience the same feeling: a combination of excitement at the wonders this top notch agency is about to deliver and fear that by appointing this not so affordable agency, they have made a very costly mistake. Probably, that six figure retainer fee could have been used to redo the interior of several of their branches across the country.
As an agency, the first task is to reassure the client that they have made the right decision. Despite the fact that you are still in the process of immersing yourself into this new brand, the first week should be characterized by very few mistakes, always make sure that the entire team is enthusiastic and aligned with all the contractual obligations. 
Your next step is to learn everything you can about the client’s business. Ask heaps of questions, be curious, subscribe to their media outlets, follow their competitors on Twitter .and make sure your institutional and industry knowledge is unparalleled. Always, remember that during the 45 minutes pitch, you promised to be part of the market intelligence team. To further allay their fears, you should dedicate disproportionate time to exceeding their expectations.
During the emersion process ensure that you establish and collectively agree with your client on the proposed metrics on which your work will be measured. For some clients, it may be as specific as the number of links to the website or new business enquiries. Others want something less tangible, such as ‘better awareness’. Whatever it is, you cannot measure your impact until you have established a base case. That could be an awareness survey, a coverage count pre-you, or a system for establishing where enquiries are coming from. Use this particular session to manage the expectations of this new client because from this particular point, all promises will be deemed as deliverables to the client’s business objectives.
Once the relationship has been established, by the way the agency & client relationship is more complicated than a marriage just that for marriage the retainer is paid well in advance in form of dowry. Anyway, always communicate the good and the bad in equal measures. The client needs to know when things are going well and when they are going bonkers. Make sure you are the first to tell them either way. That article in the Citizen Weekly, Oh My!! The number of times this publication has caught me napping on the job of handling my brands-should be emailed to them before their peers send them the article on WhatsApp. Likewise, when a key journalist says she just isn’t interested, the client has a right to know. Trust you me, the modern client, knows when you are buying time on something, they no longer believe in “To Be Confirmed” interviews.
Remember the metrics you agreed on? Ensure that you measure and report against base case. Please note, my few years in PR made me to learn that, all the urgent board and senior Management report request only come on Friday afternoons. So with reports, make sure you revisit them regularly (weekly, monthly, quarterly), and identify how you are doing. This might save you from the annoying Friday call, asking for a media performance report for the quarter.
One more thing, every now and then the strategy might not work, it’s normal, how many times have you restarted your computer? It’s always not about you; it might be due to some external factor. In case you want to change the strategy, discuss and discuss again with the client. Account managers all too often see themselves as coverage machines, whose role is to churn out column inches. Remember, your client is running a business, and great coverage may not be everything to them, so make sure you are in tune with what they are thinking.
Lastly, one of my secret weapons in this business has been to always assume that the client is a busy, disorganised person- not my current clients though.
Just because you said something once in an email to a client, or reported something in your activity report does not mean that the client has read it or remembers it. Provide detail and context to every piece of correspondence (e.g. further to my email of 30th June…) and regularly summarise results in the body of an email (not just in your activity report) and provide summaries of outstanding actions and next steps.

This Article was also published in Business Today.