Podcasts

The federal government and 36 of 50 states in the U.S. have research and development tax credits that many agency owners incorrectly believe our agencies are not eligible to receive. In reality, many AMI agencies take full advantage of these credits, sometimes earning back in excess of $100,000 a year. Needless to say, it’s important for your agency to explore whether or not you are eligible for these benefits because the impact on your bottom line could be a huge win.

The conversation of diversity, equity, and inclusion and DEI policy creation is something on the minds of many agency owners. How to tackle such a delicate and complicated topic can be overwhelming and confusing. The fear of getting it wrong or not doing enough can lead to no action at all, which we can all agree does nothing to further the cause. But how exactly do we begin and how do we get it right?

At Agency Management Institute, we are often called upon to help agency owners plan their next steps when it comes time to sell. This may lead to the owner wanting to hand the reins to a current employee that has proven to be the right person to take over owning and running the agency. There are challenges that the seller has to contend with, but there are just as many challenges, and mistakes, the potential buyer needs to keep in mind.

“Culture” and “Brand” are two concepts that are often thought about and discussed as completely different topics. We don’t often consider how one might not only affect but define the other. But the truth is, they are very much the opposite sides of the same coin, if that coin represents the calling card for your agency or your client’s company.

There is no shortage of advice on how to be a better agency leader, but much of the advice out there is esoteric or theoretical. The ideas are grand, but a solid, tangible game plan is rare. Without clear steps to take, old habits and behaviors easily return before these new ideas have a chance to create lasting change.

The world of neuroscience might seem like an odd place to seek out powerful marketing tactics, but there’s no denying that effective marketing isn’t just about being great creatively. Art might draw attention, but human nature and how our mind works is what inspires the buy. Understanding neuro-marketing and what triggers the mind of an audience can only improve the rate of success.

No one needs to tell you that it’s easier and more cost-effective to keep existing clients rather than continuing to hunt and pitch for new ones. There’s an obvious need to genuinely nurture these relationships, but oftentimes this advice is more theory than tangible. It’s rare to find a clear game plan for creating lasting change that is simple, even if it’s not always easy. This conversation sheds light on that challenge and how to solve it.

At Agency Management Institute, we have repeatedly found ourselves in the position of helping agency owners figure out their exit strategy. Ideally, we’re talking about this many years before they’re ready to execute on whichever outcome makes the most sense for them and their agency. The typical scenarios are: Just making a fantastic living off the agency until you’re done and then closing up shop. Others want to sell to an outside buyer. But for many, the ideal scenario is to sell the agency internally to someone they’ve been grooming as a successor. This is often where we come in to assist.

Creativity lives at the center of every agency, but finding, nurturing, and retaining the best fit creatives can feel like an impossible task. Someone with an impressive resume who interviews wonderfully can suddenly feel like a mismatch once they’re actually in the role. It can feel like a guessing game, which is especially daunting for such an integral part of the team and your agency’s success.

All agency owners strive to be great leaders but that can be a daunting task when there are so many things that demand attention on a daily basis. And understanding what defines a great leader and how to learn and implement those skills can be equally overwhelming. When it feels like the focus needs to be external on building the company and growing client relationships, time dedicated internally to processes and staff development is often rushed, minimized, or pushed to another day.