It’s my humble opinion far more attention should be paid to figuring out (and fast) how to work seamlessly together because, as we all know, a well-oiled machine works much better than a bunch of chickens running around with their heads cut off.
Steve Hall is a marketing professional, publisher, writer, community manager, photographer and all-around lover of advertising.
Our filings are also available at the SEC’s website at gov and at the offices of the New York Stock Exchange.
We are a strategic holding company, providing professional services to clients through multiple agencies operating in all major markets around the world.
And almost losing a client isn’t a place you want to go just to find out you need to get a handle on your workflow.
We patched things up, but that’s just one small example of what’s going on in the advertising industry today where, conceivably, one holding company could, suddenly, own another.
Don’t worry, I won the client back with the most concise analysis of the brand’s business (basically doing the account planner’s job) along with a huge promise internal communication errors would never again lead to an agency that spoke out of both sides of its mouth.
But the important point to note is that the process got away from us.
But an area of concern that receives much less press and attention is agency operations – the plain, old, boring notion to how an agency gets work done.
It’s not sexy but, believe me, the fastest way to lose a client is complicated and confusing operational methodologies.
These risks and uncertainties, including those resulting from specific factors identified under the captions “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” include, but are not limited to, our future financial position and results of operations, global economic conditions and conditions in the credit markets, losses on media purchases and production costs incurred on behalf of clients, reductions in client spending and/or a slowdown in client payments, competitive factors, changes in client communication requirements, managing conflicts of interest, the hiring and retention of personnel, maintaining a highly skilled workforce, our ability to attract new clients and retain existing clients, reliance on information technology systems, changes in government regulations impacting our advertising and marketing strategies, risks associated with assumptions we make in connection with our critical accounting estimates and legal proceedings, and our international operations, which are subject to the risks of currency fluctuations and foreign exchange controls. We undertake no obligation to update or revise any forward-looking statement, except as required by law.
In some cases, forward-looking statements can be identified by terminology such as “may,” “will,” “could,” “would,” “should,” “expect,” “plan,” “anticipate,” “intend,” “believe,” “estimate,” “predict,” “potential” or “continue” or the negative of those terms or other comparable terminology. Our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K and any amendments to those reports are available free of charge in the Investor Relations section of our website at as soon as is reasonably practicable after such material is electronically filed with or furnished to the Securities and Exchange Commission, or SEC.
The information found on our website is not part of this or any other report we file with or furnish to the SEC.