14 of 24 members responded.<\/p>\n
More than half of respondents expect to end 2002 ahead of 2001.<\/p>\n
Most are cautious about 2003 saying they are \u201cnot sure\u201d or \u201chopeful.\u201d<\/p>\n
Many members see integrated marketing communications as a major opportunity. Although large ad agency groups do provide a wide range of marketing communications capabilities, ICOM agencies find that since the services often are housed at separate agencies within the groups, the integration is not as complete as can be offered by medium-size agencies, which combine all services under one roof. Almost all say \u201cvalue\u201c is the magic word. That\u2019s why measurable programs, such as direct marketing, internet and non-traditional advertising, are so important. Agencies say their growth will come from new business, not growth in the market, and also from projects formerly handled by laid-off employees at clients. Other agencies say growth will come from specific sectors in the economy that are growing such as housing and health care in certain markets.<\/p>\n
Comments:<\/p>\n
\u201cGeneral conditions in Alaska are counter cyclical to the lower 48 states. We are looking for continued growth in 2003.\u201d Mike Porcaro, chairman, CEO, Porcaro Communications\/ICOM<\/p>\n
\u201cWe expect client reviews to pick up as the pressure from marginal results pushes marketing directors into shifting both blame and time to reviews. With increasing consolidation and growing weakness among agencies in staffing and resources, those that can suggest effective programs that stretch dollars beyond pure (and expensive) advertising will be in a good position. That takes true integration skills that are not siloed as they tend to be in most holding companies.\u201d Peter Krivkovich, CEO, Cramer-Krasselt\/ICOM, Chicago<\/p>\n
\u201cWe see as key opportunities filling the gaps in marketing\/advertising departments that have been slimmed down by layoffs.\u201d Kelley W. Haas, President\/COO, Weyforth-Haas Marketing\/ICOM, Kansas City<\/p>\n
\u201cIndependent agencies do not have the quarter-to-quarter pressure of the multi-nationals, which means that independents can hang on to staff in lieu of profits to maintain service levels and keep existing clients happy. In order to face challenges, agencies need to offer a wider array of marketing communications services and be better prepared to clearly and directly demonstrate that their actions are benefiting clients.\u201d Jeff Silverman, senior VP, director of brand management, The Morrison Agency\/ICOM, Atlanta<\/p>\n
\u201cWe will grow by focusing on our core competencies, concentrating on assignments in which we can clearly add value, and by delivering more integrated marketing and brand consulting solutions than our competitors.\u201d Rick Miller, executive VP, Northlich\/ICOM, Cincinnati<\/p>\n
\u201cWe see key opportunities in what the multi-nationals call \u2018below-the-line\u2019 spending, the promotions, interactive work, direct mail, pr and p-o-p that are delivering better ROI — and which are the lifeblood of agencies like ICOM agencies. Our agency will grow because our clients love the fact that we organize our people around their needs — as opposed to divisions that must fight for their own needs. We are educating our people to create, produce and distribute via the web to develop metrics as we develop the programs.\u201d Joe Phelps, The Phelps Group\/ICOM, Santa Monica<\/p>\n
\u201cMore than ever, the focus is on work that’s faster, cheaper and better, all at the same time. Based on time pressures faced by marketing directors, there appears to be even greater interest in full-service integrated agencies. It’s tough right now, with reduced staffs and more obligations, for marketing directors to manage multiple agencies. If one firm can handle most, that relieves a lot of pressure. Exceptional work from skinny budgets is what independent agencies can provide best, compared to the multinationals. The challenge, as always, is to convince important advertisers that we are more than capable of high level strategic branding and creative work.\u201d Tom Eppes, president and CEO, PriceMcNabb\/ICOM, Charlotte<\/p>\n
\u201cIn this market, the few remaining large multinational advertising agencies will fight for fewer clients as large businesses fail or attempt to cobble together assets to survive. We believe that regional and local brands will flourish because they can serve niche markets, focus on a customer\u2019s experience during purchase and use, and still be profitable. We will grow by seeing the \u2018little\u2019 picture within the \u2018big\u2019 picture \u2013 multinational conglomerates can\u2019t do that and survive. Integrated marketing communications programs that help companies enhance a customer\u2019s experience at every touchpoint and understanding how to develop third party endorsements for a brand must become a part of every independent agency\u2019s portfolio.\u201d Art Bower, executive VP, BRSG\/ICOM, Houston<\/p>\n
\u201cOur opportunities are in new business and channel communications. Nearly every account has cut its budget. We will grow by being aggressive on new business, trying to take business from the competition and trying to fly under the radar with accounts with large agencies.\u201d Louis Laurent, president, Zimmerman, Laurent & Richardson\/ICOM, Des Moines<\/p>\n
Other agencies participating in the survey included: DiBona Bornstein & Random, Boston; Diccicco Battista Communications, Horsham, Pa.; Hood, Light & Geise, Harrisburg, Pa.; Lewis Communications, Mobile, Ala; Loomis Inc., Honolulu<\/p>\n
ICOM agencies in North America have offices in 29 markets across the U.S., including Alaska and Hawaii. There are also member agencies in San Juan and Toronto. Total billings are approximately $1.5 billion annually.<\/p>\n","protected":false},"featured_media":0,"template":"","news_category":[18],"class_list":["post-3330","news","type-news","status-publish","hentry","news_category-press"],"acf":[],"yoast_head":"\n