Why agencies don't get digital - our readers speak

Marketers are increasingly turning to digital to solve their problems but according to Breakdesign's Phil Carroll, they could get so much more out of their use of the medium, with clients being hamstrung by agencies that don't properly understand digital and don't know how to innovate using the web.

One only has to read the pages of this publication to see the attention brands and agencies are putting on their digital strategies and abilities. Despite the recession affecting overall marketing and advertising spending, most brands are upping their digital spends, whilst most agencies are busy expanding their digital capabilities. However besides hits, click-throughs and other self-serving metrics, what exactly are clients and agencies getting out of this seemingly cosy relationship? It's actually very little when measured against the contribution most brand's digital strategies could be making given emerging technology's ability to engage and build affinity with customers.

Despite the commonly held belief that technology has forged closer relationships, the gap has actually widened between messages and customers. The very technology that allows us to micro-filter our digital consumption, from playlists to RSS feeds, DVR's to BitTorrent, means we generally go and get exactly what we want whilst taking little notice of the messages around the periphery. It's this periphery where most brands digital communications reside and where the extent of most agencies digital abilities ends. Unfortunately for most clients, this inability of their agencies to understand and exploit emerging digital technology means they're unlikely to move beyond it

The first mistake agencies typically make is the insistence of applying old world models to new world technology. The old model of creating a message and sticking it into a paid space is counterproductive in digital environments. Search engine optimization and other tactics that can help focus attention still inevitably lead to a message in a box, whether it's a banner ad, website, micro-site or other web-based trinkets such as widgets. What's typically not exploited is the opportunity to create unique channels of engagement and opportunities that go beyond messages in boxes.

Take most brand websites for instance. They reside firmly in the digital periphery of engagement because they usually offer nothing more than some pictures and words that do little to help a customer engage and build affinity with their brands. Sure, we might go there for some occasionally useful product or service information, or maybe a promotion but how often do we return? And how often does a brand's website make us feel better about them or solicit a positive reappraisal or action?

The second mistake agencies make relates to the way agencies source, hire and manage their digital talent. Whilst most CEO's and MD's recognize the need to pay ‘traditional' creatives higher salaries within the agency as a whole, they're typically only competing against other agencies for the services of this talent. Yet digital talent is rarer, and a client would be hard pressed to find an agency where the digital talent is better remunerated than their old world creative colleagues.

Beyond talent, most agency digital ‘evangelists', the digital suits and planners, are at best astute observers of what's been done before. They can demonstrate their ability to google by collating examples of ‘best practice' and suggest similar strategies and execution. They can spot trends and profess insights such as, ‘it's all about Web 2.0 and online communities' and suggest clients evolve their strategies likewise, but they lack creativity and fresh thinking. Worse still is the fundamental disconnect between ideation and execution that clients experience. Most agencies technical competency and production capability is limited to the bare basics so clients may as well forget about gaming platforms, mobile and other digital channels.

The acquisition of ‘hotshop' digital agencies by large agencies typically doesn't improve capability either because of the forced adoption of these old world practices. Nothing kills creativity and innovation quicker in such a rapidly developing space than timesheets and the replication of execution.

If ‘innovate or die' is the prevailing maxim in other digital industries, then most agency digital solutions are dead on arrival in the eyes of consumers. This is the third and most significant failure of most agency digital offerings. Emerging digital technology allows us to be entertained, informed and better connected when we want and increasingly on our own terms.

So how can clients and agencies get more return on their digital efforts? How can brands benefit from the proliferation of digital spaces, devices and platforms? Their plans should first be rooted in originality and innovation. Digital leadership means innovation leadership in emerging digital technologies, with the leaders being rewarded for being first.

Agencies and clients should also expand their horizons by looking beyond the congested web and into other digital platforms. Take cellular mobile as an example. Despite mobile handsets being the most ubiquitous access point to digital technology in both developed and developing markets, most brands mobile engagement strategies and execution rarely goes beyond text messaging, wallpapers and other simple tactics; the extent of most agencies proficiency on this platform is typically weak.

Cross-platform integration and convergence represents the most significant opportunity in digital innovation to make difference to consumers lives. Integrating content via web, mobile, gaming and other digital platforms provides significant opportunities to simplify consumers lives and the way they interact with your brand.

Agencies and clients can innovate technically if they applied the same practices that are common place in TV production. An agency wouldn't attempt to direct and produce a TVC by themselves. By engaging directors and production houses to take their script or concept and applying specialist skills, techniques and technology to bring the idea to life, agencies and clients are giving their concept the best possible chance to present an engaging narrative to consumers.

If agencies stick to what they do best - creating ideas and stories rooted in strategic insights - and engage technically innovative and proficient third parties to produce and execute these ideas, they'll soon find the true power of digital spaces and emerging technology benefiting the brands they represent. And with that, their clients will see their digital investments delivering results both for their brand and their bottom line.

Phil Carroll is director of business and strategy for Breakdesign in Singapore. Breakdesign specialises in digital technology design and development.